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CITY OF SANTA MONICA ADOPTE

Picture: Jazz on the Lawn at Gandara Park

SANTA MONICA ADOPTED BUDGET FOR FY 2020-21

Interim City Manager’s Message .................................................................................. 1 Roadmap to the FY 2020-21 Budget Adoption Process ................................................ 4 Looking Ahead ............................................................................................................... 5 Santa Monica’s Financial Condition Entering the Pandemic ........................................ 6 Use of One-Time Funds ................................................................................................. 6 Creation of a $20 Million Shutdown Reserve ............................................................... 7 FY 2020-21 Adopted Budget ......................................................................................... 7

Overview of Restructured Operations ....................................................................... 8 Changes to the Adopted Budget ................................................................................ 9 Economic Recovery Fund ........................................................................................... 9 Overview of FY 2020-21 Adopted Budget by Fund.................................................. 10 Revenues .................................................................................................................. 13

Departmental Summaries ........................................................................................... 16 Citywide Organizational Chart ................................................................................. 17 City Manager’s Office and City Council Office ......................................................... 18 City Attorney’s Office ............................................................................................... 20 Records and Election Services ................................................................................. 21 Big Blue Bus .............................................................................................................. 22 Community Development ........................................................................................ 25 Community Services................................................................................................. 31 Finance ..................................................................................................................... 36 Fire ........................................................................................................................... 38 Housing and Economic Development ...................................................................... 40 Human Resources .................................................................................................... 42 Information Services ................................................................................................ 44 Library ...................................................................................................................... 46 Police ........................................................................................................................ 49 Public Works ............................................................................................................ 52 Non-Departmental ................................................................................................... 55

Personnel and Staffing ................................................................................................ 58 Service and Program Changes .................................................................................... 98

INTERIM CITY MANAGER’S MESSAGE

In a matter of months, our world has changed. Since the first cases of COVID-19 were confirmed in Los Angeles County in March of this year, our community has faced a series of unique challenges, each unprecedented in our modern life. As the COVID-19 pandemic spread across the globe quickly, its impact on our City has been equally rapid and severe. Following declaration of a local emergency on March 13 and the imposition of “Stay at Home” and “Safer at Home” orders by Governor Gavin Newsom and the Los Angeles County Department of Public Health, respectively, our community has lived largely at home. Health care workers, government employees, grocery store workers, food service employees, and others have provided essential services under considerable strain, while business owners have struggled to weather the months without customers and others in our community have faced unemployment or the task of working or schooling from home. City facilities have been closed to the public, limiting our ability to provide services, and many of the businesses on which our thriving economy relies have also closed, impacting every one of our revenue streams. In May, Los Angeles County began its phased reopening of outdoor recreational and now on-site and outdoor dining opportunities. The chance to ride along the bike path or enjoy a meal at a favorite local restaurant is welcome. These simple pleasures are now recognized for the precious joy that they bring. We now eagerly await further reopening of pools, sports facilities, libraries, museums, offices, and, ultimately, large events. As we await the return of our everyday activities, we are also forced to recognize the changes to our economy that have occurred as we have stayed largely at home. As City services and businesses re-open in phases and stages, with stringent new cleaning and public health requirements to keep us safe, all indicators reflect that our visitors will be fewer and will spend less. Economies are facing the worst period of economic growth since the Great Depression. Forty-eight states closed nonessential businesses for several months before starting a reopening process that was followed by new and larger surges of the virus during the Summer and required a pullback in reopening plans. Restaurants, hotels, retailers and countless small businesses have laid off millions as revenue has vanished. Gross Domestic Product (GDP) contracted at an annual rate of 5% in the first quarter and 31.7% in the second quarter, the worst drop since the Great Depression. A recent Bloomberg survey of top economists projects that the economy will contract 5% in 2020 with the contraction continuing through the first quarter of 2021. The economic recovery is then forecast to be somewhat modest with projected growth rates of 3.7% for all of 2021 and 2.8% in 2022. Over 30 million people have filed for unemployment since the start of the lockdowns, more than the number of all jobs created since the end of the Great Recession. The unemployment rate has fallen in the last several months after peaking at 14.7% in April. However, unemployment is still projected to remain at elevated levels through at least 2022. Locally, this economic crisis is projected to have a severe effect on the City’s revenues. We are projecting a deficit of $48 million in the City’s General Fund in FY 2019-20, which increases to $102 million in FY 2020-21 and eases to $74 million in FY 2021-22. We anticipated minimal assistance from the Federal or State governments in developing our projections. To date, the City has received only $1.1 million in Federal stimulus CARES Act funds distributed by the State of California, and any

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further Federal funding to mitigate against lost revenues at the state and local level is highly unlikely at this time. We are not alone. In a National League of Cities survey, 485 cities will be less able to meet the fiscal needs of their communities in 2021. LA County estimates a $1 billion drop in revenues and the state is facing a $54.3 billion deficit due to COVID-19. By addressing our budget shortfall early, we have a realistic fiscal picture from which we can rebuild. In this context, protests erupted across the country when, on May 25th, a white Minneapolis police officer killed George Floyd, a Black man accused of passing a $20 counterfeit bill. These protests condemn the longstanding racial inequity crisis that exists in our country: Police brutality and killings of men and women of color; disproportionate impacts of public health crises, including COVID-19, on low-income communities and communities of color; voter disenfranchisement and exclusion of Black Americans from structures of power; everyday racism at work and in public and its mental health effects; and other structural racism in our society and our government institutions. In response, the City of Santa Monica has committed to leading lasting systemic change within our community and our City government. Peaceful protests in Santa Monica, as in many of our neighboring cities, were marred by unlawful activity. In Santa Monica, Sunday, May 31st began with peaceful protestors on Ocean Boulevard raising their voices against the killing of George Floyd. By afternoon, however, a group with criminal intentions engaged in a campaign of destruction in our downtown business district and beyond. Following response by the Santa Monica Police Department, Santa Monica Fire Department, and mutual aid partners, this criminal activity resulted in no loss of life and no structures lost in our City, but many local businesses suffered substantial losses. Our City priorities now include recovery and regrowth for these local business partners. The FY 2020-21 Adopted Budget reduces City spending to balance the budget and align it to the social and economic environment resulting from COVID-19. The Adopted Budget, totaling $614 million Citywide, 23.9% less than the FY 2019-20 Revised Budget, reflects a contraction of operations and services that results in 298.8 fewer permanent full-time equivalent (FTE) positions and 122.3 fewer as--needed FTE positions across the organization. In addition to spending reductions, it also relies on one-time funds to address the drastic decreases in our revenues that have occurred largely, but not exclusively, because of our reliance on the shuttered tourism and hospitality industries. Included in the Adopted Budget for FY 2020-21 is the FY 2020-22 Adopted Biennial Capital Improvement Program (CIP) Budget. The limited number of projects in the FY 2020-22 Biennial CIP Budget cycle represent critical infrastructure needs, projects that cannot be deferred without compromising essential operations or public health and safety or generate revenue. The FY 2020-21 Adopted Budget is based on our City’s longstanding values – accountability, equity, inclusion, innovation, resilience, safety, and stewardship. It is a budget that is clear-eyed about services that can and cannot be operated in the current pandemic and is intended to lay a solid foundation for regrowth, of our local economy, of our community ties and civic life, and ultimately of the programs and services that the City provides. Regrowth will require innovation and ingenuity. Some programs will need to be re-envisioned to retain their community value but shift to reliance on a different funding source. Other programs may simply no longer be needed, as we align to our new reality. As our government budget and activities contract, however, we redouble our commitment to serving the community that we love. Santa Monica will reemerge from the crises of 2020. We aspire to do so through true community engagement that spans

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and interlaces our neighborhood streets and business corridors, while hearing and responding to the voices of the peaceful protestors demanding that we, and every city across the nation, change.

Lane Dilg Interim City Manager

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ROADMAP TO THE FY 2020-21 BUDGET ADOPTION PROCESS Given the swift change in economic conditions, the City had to stepped outside of its traditional process to review the Proposed Budget before it was adopted on June 23, 2020. At its May 5, 2020 meeting, Council approved the plan detailed in Santa Monica: A Plan for the Future, to meet the challenges posed by COVID-19. The Plan restructures the City’s operations to focus on three priorities: foundational services for a clean and safe Santa Monica, effective emergency response, and economic recovery for all, within the confines of significantly reduced revenue sources. At this meeting, the Council eliminated 331 full time equivalent positions as recommended in the Plan. In addition, Council authorized staff to access a variety of one-time funds to help close the projected General Fund deficit in FY 2019-20 and FY 2020-21. Finally, Council unanimously selected priority areas for program restorations, using $2 million in unprogrammed General Funds and any other sources of funds that could be identified. These areas include:

• Ensuring food security for our most vulnerable community members through restoring funding to Meals on Wheels and the Westside Food Bank

• Keeping people in their homes through increased support for the Preserving Our Diversity senior housing subsidy program and restoring funding to the Legal Aid Foundation

• Restoring funding for youth-related programs, such as after-school programs and mental health support services

• Restore resources for outdoor health, such as playgrounds and fields, including the Playground Partnership program with the Santa Monica-Malibu Unified School District (SMMUSD)

• Mobility programs with emphasis on providing safe, sustainable, affordable and accessible transportation choices

• Sustainability with an emphasis on community resilience On May 26th, staff submitted the FY 2020-21 Proposed Budget to the City Council via an information item. This document, which met the Charter mandate to present a Proposed Budget to the Council 35 days before the start of the new fiscal year, was based on the restructuring plan approved by Council on May 5, 2020. At the May 26, 2020 Council meeting, Council directed staff to restore $6.4 million in programs and services responding to the priority areas listed above. These changes restored 17.3 permanent positions and 9.08 as-needed positions to the Proposed Budget. The $6.4 million was comprised of $2.0 million in General Funds set aside in the Plan for restorations or repurposed from other uses and $4.7 million from Housing Trust Funds, federal Community Development Block Grant funds, Water, and Resource Recovery and Recycling (RRR) Funds, Transportation Demand Management (TDM) funds, and Cultural Arts Trust Funds. The FY 2020-21 Proposed Budget was based on the May 5 Plan as updated by the May 26 restorations and the position and classification adjustments included for approval in the June 9th staff report. At the June 9, 2020 Council meeting, Council directed staff to consider incorporating various changes to the proposed operating budget that did not ultimately change the total budget amount. These changes, as well as budget adjustments to comply with the terms of bargaining unit memoranda of understanding, were presented and approved at the budget adoption public hearing on June 23, 2020.

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LOOKING AHEAD

As the City continues to enforce and implement the State and County stay at home orders (the “Stay at Home orders”), the Santa Monica Emergency Operations Center is engaged in developing plans for reopening. On April 28, 2020, the Governor announced a phased approach to re-opening with stages including: (1) a focus on preparedness and essential workers; (2) opening of lower-risk workplaces, including offices and manufacturing, and modified school programs and childcare; (3) opening of higher-risk workplaces, including hair and nail salons, gyms, movie theaters, sports without live audiences, and in-person religious services; and (4) concerts, convention centers and sports events with live audiences. The Governor has since updated this phased approach, which remains subject to adaptation and change over time. Los Angeles County plans to align with State-recommended reopening practices. The City will adhere to the Stay at Home orders until lifted in phases. The City Emergency Operations Center is developing contingency plans for reopening and will follow any County recommendations that are stricter than the State or federal guidance to account for unique regional circumstances. Public health authorities at all levels have warned that, just as the Stay at Home orders will be lifted in phases, they may be re-imposed as necessary to protect the public health. This daunting reality requires the City to realign its operations, re-scaling services and programs to ensure the ability to focus on the core missions of providing essential services to achieve a clean and safe Santa Monica, responding to the public health emergency, and promoting a broad and inclusive economic recovery. The gradual path to re-opening entails a very different and uncertain future for gatherings and events and many traditional City services and programs—from Library and after-school programming for youth, to recreational classes and programs, to cultural and artistic gatherings. A reorganized City government must account for the uncertainty and challenges of operating such services and cannot rely on revenue being generated from fee-based programs. Meanwhile, the deliberate and gradual resumption of economic activity means continued medium- to long-term impacts to vital City revenue sources. Ongoing restrictions on travel and changed consumer behavior are likely to result in diminished foreign and domestic tourism to Santa Monica for an extended period of time, resulting in mounting impacts on Transient Occupancy Tax and other visitor-generated revenues. Many businesses and restaurants that have closed during the crisis will not reopen, while others are opening with density, distancing and other requirements that limit sales and thus also reduce City revenues. Continued restrictions on school and workplace operations will also limit the volume of economic activity in a wide variety of sectors during a gradual re-opening. These impacts will combine to diminish City revenue sources throughout the course of a phased resumption of economic activity.

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SANTA MONICA’S FINANCIAL CONDITION ENTERING THE PANDEMIC

The City of Santa Monica benefited from a prolonged period of growth since the Great Recession of 2008. During this time, the Council approved an increase in General Fund reserves from 10% to 15%, and the creation of an Economic Uncertainty Fund that held $9.7 million. Reserve policies were also established and met for funds relying on ratepayers, including the Water, Wastewater and Resource, Recycling and Recovery Funds. The City is one of few cities that carries a AAA credit rating, and one of even fewer that have taken steps to mitigate their pension liabilities by paying down, in advance, over $88 million of its unfunded liability and establishing a plan to accelerate its paydown over 15 years, saving over $100 million in interest costs. Days before the emergency declaration, the City’s Coalition of Miscellaneous employees agreed to a lower level of pension benefits, resulting in a further decrease of $35 million in unfunded liability. Despite these positive steps, leading up to the pandemic, the City had started to take precautions to address threats to traditionally strong General Fund revenue streams from geopolitical unrest, a projected national economic slowdown, and shifts in consumer behavior. In February 2020, the General Fund was projecting a $1.5 million deficit for FY 2019-20, primarily due to a decline in transient occupancy tax revenues and parking revenues. By FY 2021-22, projections showed a shortfall of almost $10 million. Departments had cut back spending to eliminate the short-term gap and were continuing along a path to streamline services and reduce, restructure and eliminate programs not providing the best value to the community in addition to considering new revenue tax measures to meet future fiscal challenges. Staff anticipates some General Fund savings in FY 2019-20 due to spending contractions during the quarantine period that included suspending and modifying contracts, a temporary hiring freeze, and the reduction to zero of all temporary staff hours beginning on April 12, 2020.

USE OF ONE-TIME FUNDS

The COVID-19 pandemic is resulting in a General Fund FY 2019-20 projected deficit of $48 million, which increases to $102 million in FY 2020-21 and eases to $74 million in FY 2021-22. To meet the sudden and dramatic General Fund budget gaps in FY 2019-21, Council authorized a combination of significant spending reductions, use of reserves, and reclaiming of funds. One-time funds will be applied to the budget through June 30, 2022 as necessary to supplement accompanying spending contractions:

• Staff identified over $26.5 million in existing capital projects that could be reduced, deferred or cancelled. Another $24.2 million in contractions is planned for FY’s 2020-21 and 2021-22.

• Members of the Executive Pay Plan have offered to receive pay cuts from 7.5-20% during FY 2020-21.

• The City will draw down contingency reserves- the entire $9.7 million Economic Uncertainty Reserve, and approximately one-third of its Rainy Day Fund ($18 million), as well as $9 million in other reserves that had been assigned for upcoming digitization and business process automation, continued Civic Auditorium maintenance, and other departmental priorities.

• Settlement funds previously transferred to the Water Fund to further the water self-sufficiency program are recalled to the General Fund, and Measure GSH funds for FY 2020-21, would be kept in the General Fund rather than transferred to affordable housing uses.

• In addition to the use of one-time funds, Council also authorized staff to suspend payments made to CalPERS for the next two years as part of the expedited paydown of the unfunded liability and to lengthen the schedule of the accelerated paydown from 13 years to 15 years.

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Source of Funds

Applied through June 30, 2022 (in millions)

Cancelled, reduced or deferred Capital Improvement Projects $ 51 Executive pay cuts $ 0.5 Economic Uncertainty Fund $ 10 Rainy Day Fund $ 18 Reserves $ 9 Housing GSH funds $ 5 Water Settlement funds $ 24 Total One-Time $ 117 Suspension of Accelerated PERS Unfunded Liability Payment $ 10

CREATION OF A $20 MILLION SHUTDOWN RESERVE

In consideration of the General Fund’s lowered reserve levels during a period of historic volatility and uncertainty, a $20 million shutdown reserve will be created with the FY 2020-21 Budget. This is equal to the potential revenue loss during another two-month shutdown associated with a resurgence of COVID–19 next fiscal year.

FY 2020-21 ADOPTED BUDGET

On April 14, 2020, Council developed the following set of guiding principles for restructuring:

• Preserve essential public health and safety functions to deal with the ongoing and future impacts of the public health emergency

• Create long-term fiscal and community sustainability that preserves institutional knowledge to the extent possible, aligns available community-centered resources with the City’s values, in particular social justice, understanding that some programs cannot continue or must be significantly altered in order to maintain public health and safety and to live within our means

• Prioritize efforts that encourage business retention, rebuild the economic and social health and resilience of the community, make the community more economically competitive and restructure revenue-producing programs to sustainable levels

• Recognize that even important priorities must be postponed and as the economy improves, we can expand and rebuild our efforts to address them in the future

• Pursue realignment by making reductions across the entire organization including executives, managers, supervisors, and front-line staff

The FY 2020-21 Adopted Budget, prepared In accordance with Council direction and guidelines, restructures the City organization to focus its people and its operations on three post-COVID-19 priorities: providing foundational services for a clean and safe Santa Monica, ensuring effective emergency response, and facilitating lasting economic recovery for all in our community. Based on projections, the budget, as restructured and supported in the short term with one-time funds, allows the City to achieve fiscal sustainability over the next five years. Citywide, net reductions total $192.3 million, including 298.8 permanent full-time equivalent (FTE) positions and 122.3 as-needed FTE positions. In the General Fund, staff identified $111.8 million and 234.1 permanent and 103.3 as-needed FTE positions for elimination.

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Overview of Restructured Operations

The FY 2020-21 Adopted Budget for the City of Santa Monica has been prepared in the midst of an historic public health crisis, an attendant economic crisis, and widespread protests decrying a longstanding racial inequity crisis in our nation. In the midst of these interconnected crises, we must contract our City budget to accommodate the new restrictions brought about by the COVID-19 pandemic, while also maintaining services that will allow our community to rebuild and thrive. We must be realistic about which programs and services the City can deliver safely in the current environment, and which programs must be re-envisioned or redesigned in light of our new reality. For example, the operation of the Beach House pool will be suspended during the Summer of 2020. The Santa Monica Public Library (the Library) will also be forced to significantly alter its operations and services. When permitted to reopen, the Library will focus on community resilience with an emphasis on neighborhoods. A Library location will be open to the community every day of the week, except Sunday; but hours and locations will be reduced, with only three locations in operation for the upcoming fiscal year – the Main Library, the Pico Branch, and the Montana Avenue Branch. Even when Stay at Home orders relax, some services and programs will not be feasible in the COVID-19 environment due to the need for physical distancing, limitation of technology, the requirement for regular cleaning and the reduction in staff. Library services will meet changed community needs by focusing on workforce development, literacy, and programs for youth, families, and seniors.

Due to the pandemic and Stay at Home orders, the Big Blue Bus has experienced a significant decline in ridership that is expected to continue and will require a wholesale review of the system’s service frequencies. While some lines will be eliminated or have modified service due to new social distancing requirements for passengers, the Big Blue Bus will retain 70% of its summer schedule.

Grant funds for non-profits, artists, and community events will also be reduced, but core services to Santa Monica’s most vulnerable individuals and families will be maintained and adapted to address emerging needs. The City will continue to provide out-of-school time programming at school and park sites (i.e., CREST, PAL and VAP program), offer grants to non-profit social service providers and arts organizations, implement strategies and programs to support people experiencing homelessness, seniors, people with disabilities, youth and families. The City and the School District will also collaborate to provide recreational and outdoor playground resources during non-school hours for children and their families. The City will continue to provide rental housing vouchers that support senior, disabled, homeless, veteran, and low-income households, continue funding and support for affordable housing developments currently in the pipeline, monitor existing affordable housing to ensure compliance, and redirect arts and culture programming to serve recovery and resiliency needs.

Santa Monica has long been known for its cutting-edge policy development. Values of innovation and excellence will remain central to the culture and leadership of the City, but our capacity to engage in and implement novel policy analysis will be reduced. As a result of needing to refocus our energies, expertise and resources (time, money and people) on achieving our three priorities, the City must suspend work that does not address the pressing needs of our community today. We must also extend the timelines for reaching our bold environmental goals (water self-sufficiency, zero waste and carbon neutrality, for example). The Office of Sustainability and the Environment will be smaller in size but will remain dedicated to setting current and past work on a course consistent with our value of building a sustainable future and a clean and healthy environment for the generations to come.

As the City works to support economic recovery for all in our community, the plan consolidates into two new departments the prior Housing and Economic Development Department, Planning and Community

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Development Department, and Community and Cultural Services Department. The two new departments are:

• The Community Development Department, consisting of the Building & Safety, Code Enforcement, Economic Development, Planning, and Mobility Divisions; and

• The Community Services Department, consisting of the Community Recreation, Cultural Affairs and Housing and Human Services Divisions.

Reconfiguring departments in this manner enhances focus on economic recovery across the organization, while also preventing duplication of administrative functions. This consolidation eliminates several senior positions, including one Department Head.

The plan also reduces the size of the City Manager’s Office and focuses its resources on prioritizing, aligning, supporting and advancing the work of Departments across the City. The Office of Civic Wellbeing and Office of Performance Management will be sunset. While these signature programs have ended, their motivating values of wellbeing, equity, and data-driven decision making will continue to drive culture within the organization. The Office of Communications will be reduced in scope and size and will be integrated into the streamlined City Manager’s Office.

Changes to the Adopted Budget

At the July 14 and July 28, 2020 Council meetings, Council adopted resolutions accepting the tentative agreements reached with the Public Attorneys Union, Administrative Team Associates and the Santa Monica Police Officers Association and revising the Executive Pay Plan. The negotiated tentative agreements resulted in reductions to the budget. The savings from temporary salary reductions and temporary suspension of the Sick Leave Buy Back Program were included in financial projections presented to Council. Labor negotiations with the other bargaining units are currently in process.

Economic Recovery Fund

A critical aspect of the Adopted Budget is a $1 million Economic Recovery Fund to spur and speed economic recovery in Santa Monica for individuals, families and businesses. The City has a thriving business ecosystem that has spawned innovative industries and inventions. The Economic Recovery Fund is being used to jumpstart priority efforts and programs in the following five focus areas being developed by the Economic Recovery Task Force:

• Business Retention and Reopening; • Business Processes and Permitting Costs; • Community and Economic Development; • Outreach and Communications; and • Federal and State Resources.

The Recovery Fund, along with the Task Force, is engaging a broad array of partnerships and funding to maximize reach and impact. This Fund will give the City the ability to advance a number of different efforts while leveraging other sources and collaborative efforts. For example, the funds could be used to provide businesses tools to help reopen safely and remain viable, assist with rental and food assistance programs, or help facilitate broader communications and an outreach campaign that, at the appropriate time as restrictions ease, will be necessary to quickly launch in partnership with local business and tourism groups, to communicate that Santa Monica is open for business, investment, and tourism. The City will continue its financial support of Santa Monica Travel and Tourism and the Pier Corporation.

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Considering the economic uncertainty that comes along with this pandemic, the distant chance that the City will receive a substantial amount of federal stimulus or recovery funds, and the extraordinary cuts that have been made to the City’s foundational services, staff has set forth additional service and program restorations that could be considered should the City’s financial situation improve. These restorations are noted in each Department’s summary pages. Any restorations or other amendments to the annual budget will be considered by the Council during regular budget check-ins at Year End, Midyear, and as part of the FY 2021-22 Budget Adoption.

Overview of FY 2020-21 Adopted Budget by Fund

Total projected City revenues for FY 2020-21 are $538.9 million, net of transfers and reimbursements. This represents a 9.7% decrease from the FY 2019-20 estimated actuals.

FY 2019-20Estimated Actuals

FY 2020-21Adopted Budget

Citywide Revenues 596,695,467$ 538,928,992$ General Fund 363,160,518 320,349,333 Airport Fund 12,046,736 22,371,303 Asset Seizure Fund 133,917 - Beach Recreation Fund 12,276,094 13,712,654 Big Blue Bus Fund 89,041,345 70,549,938 Cemetery Fund 1,737,925 1,854,014 Citizen's Option For Public Safety Fund 202,550 205,000 Clean Beaches and Ocean Parcel Tax Fund 3,275,894 3,827,458 Community Broadband Fund 3,080,836 2,940,000 Community Development Block Grants Fund 1,729,676 2,194,915 Gas Tax Fund 4,417,981 3,814,348 Housing Authority Fund 23,997,235 22,767,539 Information Technology Replacement and Services Fund 2,596,768 497,748 Local Return Fund 6,112,792 6,300,064 Low/Moderate Income Housing Asset Fund 2,295,958 500,000 Miscellaneous Grants Fund 5,263,372 4,202,965 Parking Authority Fund 27,536 40,000 Parks and Recreation Fund 1,350 3,000 Pier Fund 6,366,518 7,537,315 Resource Recovery and Recycling Fund 25,160,513 23,961,149 SCAQMD AB 2766 Fund 138,748 175,002 Self-Insurance Funds 32,371,793 36,761,930 Special Revenue Source Fund 8,668,498 2,947,661 Stormwater Fund 3,314,233 1,942,000 TORCA Fund 181,058 185,000 Vehicle Management Fund 14,824,081 9,405,718 Wastewater Fund 20,256,047 19,827,599 Water Fund 26,524,950 31,411,228 Reimbursements and Transfers (72,509,455) (71,355,889)

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The FY 2020-21 Adopted Budget totals $613.6 million in operating and capital expenditures, net of transfers and reimbursements, for all funds. This amount represents a 23.9% decrease from the FY 2019-20 Revised Budget.

Note: The General Fund includes the use of one-time funds to address the budget gap as noted in the Use of One-Time Funds section above. For the other funds, at the individual fund level, expenditures exceed revenues due to the use of capital project savings, and reserves for one-time capital projects, or due to transfers and reimbursements between funds that appear as expenditures.

FY 2019-20Revised Budget


Citywide Budget 805,869,506$ 613,588,819$ General Fund 470,705,078 358,882,909 Airport Fund 13,252,951 20,540,739 Asset Seizure Fund 650,000 650,000 Beach Recreation Fund 17,675,059 15,532,031 Big Blue Bus Fund 111,008,007 88,901,231 Cemetery Fund 1,654,834 1,710,914 Citizen's Option For Public Safety Fund 100,000 100,000 Clean Beaches and Ocean Parcel Tax Fund (3,748,467) 2,511,659 Community Broadband Fund 3,251,091 2,909,789 Community Development Block Grants Fund 1,761,051 2,189,915 Gas Tax Fund 3,932,071 3,801,366 Housing Authority Fund 21,641,326 22,867,473 Information Technology Replacement and Services Fund 2,773,000 2,950,600 Local Return Fund 7,520,071 4,349,788 Low/Moderate Income Housing Asset Fund (3,048,120) (3,697,398) Miscellaneous Grants Fund 1,553,958 1,337,920 Parking Authority Fund 14,900,900 12,888,345 Parks and Recreation Fund 70,000 - Pier Fund 14,956,175 7,815,614 Resource Recovery and Recycling Fund 32,266,598 32,309,066 Self-Insurance Funds 25,806,961 26,442,756 Special Revenue Source Fund (10,518,267) (6,256,125) Stormwater Fund 4,000,482 1,109,934 TORCA Fund 45,738 51,000 Vehicle Management Fund 14,045,616 15,419,600 Wastewater Fund 83,440,003 23,291,481 Water Fund 48,682,846 46,334,100 Reimbursements and Transfers (72,509,455) (71,355,889)

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The majority of the City’s operations, and certainly all the City’s operations that are provided to the general public and benefit the public good, are in the General Fund. Thirteen operating departments and the non-departmental budget, which includes expenditures such as the annual payment to the Santa Monica-Malibu Unified School District and debt service payments on Library bonds, make up the budget of the General Fund. In some cases, department budgets span several funds. The Housing and Economic Development Department has been merged with the Community Development and Community Services Departments. For more detailed information on individual department budgets, please refer to the section titled Department Summaries. A summary of General Fund expenditures by department is shown below.

a Records and Election Services budget varies year over year due to biennial elections

General Fund

FY 2019-20 RevisedBudget


City Council 904,357 760,166 City Manager 12,888,394 9,954,171 City Attorney 11,947,673 11,063,176 Records and Election Services a 2,717,878 3,110,613 Community Development (formerly Planning & Community Development) 40,893,550 37,189,121 Community Services (formerly Community & Cultural Services) 30,773,276 24,453,677 Finance 13,741,662 12,423,420 Fire 44,913,420 43,442,960 Housing & Economic Development 5,203,310 - Human Resources 5,481,719 4,714,281 Information Services 10,090,864 9,170,427 Library 13,039,650 8,430,145 Police 98,329,701 98,943,776 Public Works 50,660,393 44,333,020

Departmental Operating Budget 341,585,848 307,988,953

Non-Departmental (Interfund Transfers and All Other Transactions) 51,877,205 39,493,305

Operating Budget Total 393,463,053 347,482,258

Capital Budget 77,242,025 11,400,650

Total General Fund 470,705,078$ 358,882,908$

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The FY 2020-21 Adopted Budget includes 1,877.2 FTE positions for all funds, a decrease of 421.1 FTE positions from the FY 2019-20 Revised Budget.

Revenues The nearly complete lockdown of much of the economy is unprecedented and makes predicting the course of the recession difficult. Due to this uncertainty, economists’ views on recovery vary widely. In the early stages of the pandemic, some project a “V” shape recession with a steep immediate decline but of short duration with a quick bounce back by the third or fourth quarter of 2020. However, the roll back of reopenings in many areas have made that unlikely. Others anticipate more of a “U” shaped recession with a long period of slowdown before eventual recovery, a curve similar to that of the Great Recession that lasted approximately 19 months. Some even are forecasting an “L” shaped economy with a period of slowdown for years or decades under the assumption that the economy and social order have been so drastically changed that they may never recover to pre-COVID-19 levels. The economic challenges posed by the pandemic will likely hit California even harder than the rest of the nation. California is heavily dependent on tourism, which may not recover to pre-COVID-19 levels for three to four years. A recent UCLA forecast on the State economy projected that unemployment could exceed 16% and not return to pre-COVID-19 levels until at least 2022. Steep declines are projected in taxable sales and personal income, which will increase stress on local government finances. The key uncertainty here is when and how the Stay at Home orders will be lifted. Additional uncertainty is posed by the possibility that Stay at Home orders may again be imposed should there be a second surge of COVID-19 infections. Santa Monica’s economy has been and will continue to be significantly damaged by the COVID-19 pandemic. Cities with a high dependence on sales and hotel occupancy taxes are suffering the most. Tourism and hospitality are key components of the Santa Monica economy. Transient occupancy taxes have historically accounted for a higher proportion of General Fund revenues (17%) than in most cities, and sales taxes generated by tourists and daytime visitors at restaurants and retail outlets also contribute greatly to the City’s revenues. In fact, these two sources account for nearly one-third of General Fund revenues. The complete shutdown of non-essential businesses also affects other key City revenue sources such as parking, utility users taxes, and business license taxes. Ultimately property values may be negatively affected, although these have traditionally held up well in Santa Monica during previous economic downturns. The major economic certainty over the next 12-24 months is that everything is uncertain. When the current social distancing orders are lifted, which may not happen for a number of months, what

FY 2019-20Revised Budget


Citywide FTE* 2,298.3 1,877.2General Fund 1,535.4 1,198.0

Permanent Employees 1,405.1 1,171.0Temporary Staffing 130.3 27.0

Non-General Fund 762.9 679.2Permanent Employees 742.0 677.3Temporary Staffing 20.9 1.9

*The total FTE includes postions restored after Budget adoption.

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restrictions will be in place is a key question. In the short run, social distancing measures will be kept in place in hotels, restaurants, and shopping establishments. It will likely be months before international and interstate travel resume in a meaningful way, and business travel may never return to pre-virus levels. People’s shopping habits may also be altered for a significant amount of time. With this in mind, City revenues are anticipated to be negatively affected in FY 2020-21 and likely longer. Some key revenue assumptions for the next two years are listed below. These assumptions assume Stay at Home orders would be lifted at the end of June 2020. They also assume the middle of the three potential curves above, a “U” shaped recession where the economy does not begin to significantly recover until mid to late 2021.

• Sales Taxes are projected to decrease by nearly 14% in FY 2020-21 after a similar decrease in FY 2019-20. This assumes that even after the Stay at Home orders are lifted, it will take many months for most business categories to resume anything resembling normal operations. The restaurant/hotel and general consumer goods categories, which will account for nearly 40% of revenues, are expected to be particularly hard hit with decreases of 33% and 20% respectively from the reduced levels of FY 2020-21. Auto sales are also expected to decline (approximately 12%) as the economy is assumed to be in recession for most of fiscal year 2020-21. Decreases are also expected in all other categories except State and Local pools, which are projected to increase nearly 9% reflecting increases in on-line shopping.

• Transient Occupancy Taxes (TOT) are projected to decrease by 42% in FY 2020-21 after a 21%

decrease in FY 2019-20. About half the hotels in the City are currently closed and most of those open have experienced record low occupancy levels. When hotels do begin to open after the Stay at Home orders are lifted, it is anticipated than social distancing requirements will keep a number of rooms off-line and it will take some time before international and business travel resumes. The TOT forecast assumes a soft opening of properties beginning in July with official openings in August. Average occupancy rates, which typically average in the 85% range, are assumed to average around 30-45% through the Spring of 2021 before slowly ramping up to reach 65-70% by the end of FY 2020-21. Average room rates are also assumed to be lower throughout the year.

• Parking Revenues (including parking fines) are projected to decline by about 9% in FY 2020-21

after a 21.7% decrease in FY 2019-20. During the stay at home orders, revenues are running at about 5-10% of typical levels. As the stay at home orders are lifted, revenues are expected to ramp up during the year. However, the recessionary conditions, continued social distancing guidelines, potential business closings, and increases in teleworking are all expected to negatively impact visitation to the City. Parking related revenues for the year are projected to be about two-thirds of pre-COVID-19 levels. The forecast also assumes that a parking meter rate increase scheduled for July 1, 2020 will be postponed until FY 2022-23.

• In FY 2020-21, Parking Facility Taxes are projected to be the same as in FY 2019-20. As beaches

and businesses reopen, revenues will begin to ramp up; however, for the year, revenues are projected to be about 75% of pre-pandemic levels.

• Utility Users Taxes are projected to decrease by 2.5% in FY 2020-21 reflecting the impact of

temporary and permanent business closures.

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• Investment Income is projected to decrease by about 50% in FY 2020-21 reflecting the precipitous decline of interest rates since the pandemic started as well as the use of reserves to help close the City’s budget deficit. The interest rate on the two-year Treasury note, one of the benchmarks the City uses to track and forecast investment performance, has fallen from 1.57% to less than 0.2% since the beginning of the year, an unprecedented decrease of nearly 90% in such a short time period. Rates are expected to remain low for at least the next two years.

• Documentary Transfer Taxes, consistent with past recessions, are projected to decrease by 50%

in FY 2020-21 reflecting decreased property sales. • Property Taxes for FY 2020-21 will be based on assessed values as of January 1, 2020. Therefore,

most of the impact from any value decreases due to the recession would be realized in FY 2021-22. Santa Monica values have tended to hold up well even in times of economic downturn. Based on this, property taxes are projected to increase by 6.6% in FY 2020-21. Much of the increase reflects residual revenues from the former redevelopment project areas reflecting the timing of loan repayments to the City. Additionally, assessed values are projected to increase by 3.4%. The forecast does assume a small decrease in supplemental taxes reflecting the decrease in property transfers.

• Business License Taxes are projected to decrease by about 5% in FY 2020-21 due to business

closures resulting from the pandemic. Due to the time period on which taxes are based, most of the impact of the pandemic and the resulting recession on these revenues will not be seen until FY 2021-22, when a 14% decrease is anticipated.

• Fees and Charges are projected to decrease by 12.5% in FY 2020-21 reflecting the closing and/or

scaling back of programs due to City restructuring as well as a decline in certain development related revenues due to the recession.

It should be noted that these revenue estimates assume that no second virus shutdown occurs later in the fiscal year. A second shutdown would reduce revenues by approximately $10 million for each month of the shutdown. As noted earlier, a $20 million Shutdown Reserve has been created to protect the City from such a situation.

General FundFY 2018-19

Actual

FY 2019-20 Estimated

ActualFY 2020-21 Estimated

FY 2021-22 Estimated

Sales Taxes 39,835,072 34,132,000 29,500,000 35,500,000 Transaction and Use Tax 32,515,014 29,012,000 25,075,000 30,175,000 Utility Users Taxes 28,306,582 26,062,000 25,410,450 28,466,000 Transient Occupancy Taxes 60,762,881 48,011,000 27,800,000 49,000,000 Parking Facility Taxes 11,557,810 9,000,000 9,000,000 9,810,000 Property Taxes 61,344,989 65,169,068 69,455,101 70,844,203 Business License Taxes 31,947,056 33,846,727 32,172,908 27,676,327 Documentary Transfer Taxes 9,808,072 7,000,000 3,500,000 6,320,000 Investment Income 7,140,027 6,100,000 3,000,000 3,000,000 Parking-Related 53,321,008 41,762,631 38,098,391 48,333,780 Fees and Charges 52,537,920 46,267,644 40,507,712 41,722,943 Other 16,267,708 16,797,448 16,829,771 16,819,956 TOTAL 405,344,139$ 363,160,518$ 320,349,333$ 367,668,209$

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DEPARTMENTAL SUMMARIES

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CITYWIDE ORGANIZATIONAL CHART

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CITY MANAGER’S OFFICE AND CITY COUNCIL OFFICE The streamlined City Manager’s Office is structured to advance and support work across City departments to provide foundational services for a clean and safe Santa Monica, emergency response, economic recovery for all, and racial justice and equity. By reducing staff and eliminating programs, the department reduced the City Manager’s Office from 66.1 to 47.0 full-time positions. The Council Office retains one full-time position. The Interim City Manager spearheads City-wide efforts to achieve the City’s priorities as well as continues to direct COVID-19 emergency response operations as the Director of Emergency Services. The Assistant City Manager position was eliminated. The Deputy City Manager focuses on City-wide economic recovery efforts. The Chief Communications Officer and four communications staff report to the Deputy City Manager, as do the Council and Legislative Affairs Liaison. The Assistant to the City Manager serves as Chief of Staff. The Interim City Manager also appointed a Special Assistant for Equity and Community Recovery. The Executive Administrator will oversee administrative support and day-to-day operations of the City Manager’s Office. The Chief Resilience Officer will continue to work with the Police and Fire Chiefs to ensure operational alignment with public safety functions. Council will be supported by the Council and Legislative Affairs Liaison in the Council Office. Other offices and activities currently housed within the City Manager’s Office were reassigned or sunset. The Office of Wellbeing was dissolved; however, the values of wellbeing and equity will remain central to the City’s work. The Office of Performance Management, including maintenance of the SaMoStat dashboard and ongoing tracking of performance metrics, was similarly eliminated. Communications programming and services were scaled back to redirect funding to support community programs and services, including reducing the scope of and transferring development of the new website to the Information Services Department; reducing CityTV programming while maintaining production of public outreach messaging and broadcast of Council; and ending the airing of Council meetings on KCRW, City support for neighborhood group grants and newsletters, and in-house graphic design services. The as-needed Senior Advisor on Homelessness position was eliminated, though City programs and services addressing homelessness continue across City departments. Council’s discretionary funding is reduced to $100,000 per year. Departmental Resources – City Council

Expenditures

FY 2019-20 Revised Budget

FY 2020-21 Adopted Budget

General Fund Salaries & Wages 457,843 477,783 Supplies & Expenses 446,514 282,383

Total Department 904,357 760,166 Personnel



Permanent Employees 1.0 1.0 Temporary Staffing 0.0 0.0

Total Personnel & Staffing 1.0 1.0

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Departmental Resources – City Manager

Expenditures



General Fund Salaries & Wages 10,512,636 8,108,529 Supplies & Expenses 2,375,758 1,845,642

Subtotal 12,888,394 9,954,171 Miscellaneous Grants Fund

Supplies & Expenses 400,000 - Subtotal 400,000 -

Total All Funds

Salaries & Wages 10,512,636 8,108,529 Supplies & Expenses 2,775,758 1,845,642

Total Department 13,288,394 9,954,171 Personnel





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CITY ATTORNEY’S OFFICE

The City Attorney’s Office will continue to provide the highest level of legal representation to the City of Santa Monica on a cost-effective basis. We will continue to advise the City Council, City Manager, and City staff on the legal aspects of City actions, seeking to guide the City in achieving its objectives legally, ethically, and effectively. We will also continue to conduct litigation on behalf of the City, seeking to vigorously, ethically, and justly advance the interests of the people of Santa Monica and the State of California. And we will continue to promote fairness in Santa Monica through awareness and enforcement of the law. In particular, we will continue to help tenants and property owners, and businesses and consumers, understand their rights and responsibilities, while encouraging cooperation and when necessary enforcing the law through court actions.

The reductions in staff within the City Attorney’s Office are expected to have two primary impacts. First, the reductions will require us to prioritize requests from the City Council, City Manager, and City staff for legal advice, and may lead to delays in responding to requests for legal advice that are given lower priority. Second, we will be prosecuting fewer misdemeanor criminal cases; we will work with the Santa Monica Police Department to ensure that we continue to prosecute the cases of highest importance, including domestic violence, driving under the influence, and any other cases involving violent conduct. We will continue to participate in the Homeless Community Court and Jail In-Reach Drug Diversion programs and will explore additional options to divert individuals from the criminal justice system.

Two additional potential impacts of the City’s budget cuts were avoided when the Office’s attorneys agreed to take two-year reductions in their salaries to fund the restoration of two positions. Restoration of one attorney position in the Civil Liability Division will enable the City Attorney’s Office to continue to handle the overwhelming majority of civil damages cases filed against the City and decrease the number of cases in which we may need to resort to outside counsel. Restoration of the analyst position in the Municipal Division will enable the City Attorney’s Office to avoid the expected increase in response time for public records requests that seek voluminous records or that require extensive searches for or redactions of records. An increasing number of such requests continues to strain the Office’s resources even with the restoration of the analyst position.

Departmental Resources

Expenditures FY 2019-20

Revised Budget FY 2020-21

Adopted Budget General Fund

Salaries & Wages* 11,554,144 10,383,361 Supplies & Expenses* 393,529 679,815

Total Department 11,947,673 11,063,176

Personnel FY 2019-20

Revised Budget FY 2020-21

Adopted Budget Permanent Employees 48.0 42.0 Temporary Staffing 0.9 0.5


* The City Attorney’s Office reduced its costs by approximately $1.75 million, exclusive of CPI and budget transfers from otherCity Departments.

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RECORDS AND ELECTION SERVICES (CITY CLERK) DEPARTMENT

With a streamlined Records and Election Services (City Clerk) Department, we will be more focused on providing State-mandated services, such as administering Elections; complying with Political Reform Act, Public Records Act, Maddy Act, and Brown Act; managing the City’s Records Management Program, and maintaining City Council records; and providing Mail and Print Services for internal departments. The reduction in Passport Services and staffing will allow Administration staff to continue providing services at half scale and dedicate time to mandated services of the City Clerk. After restructuring changes are implemented citywide, the division will assess whether the program can be maintained with reduced service or if the service should be eliminated completely. The staffing changes to the Mailroom and Print Shop will allow the Support Services Division to maintain internal services to City departments. Staff is also looking at securing newer equipment, with additional functions to increase efficiency and reduce the amount of manual labor involved in some of the more complicated print jobs. Both services can be maintained by the remaining staff as all staff are cross-trained to provide mail and printing services. The reduction in expenditures mainly affects internal operations. However, the elimination of the annual Boards and Commissions Dinner is a policy change for the City Council to consider. Over the years, costs for the dinner and video have increased. Under this proposal staff can return with cost-effective ways to provide board and commission updates to the Council and community and recognize outgoing members.


Expenditures



General Fund Salaries & Wages 1,886,993 1,820,873 Supplies & Expenses 830,885 1,289,740




Permanent Employees 13.5 12.0 Temporary Staff 0.0 0.0


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BIG BLUE BUS FIXED-ROUTE BUS SERVICE PLAN In response to COVID-19, Big Blue Bus developed a summer service plan that retains 70% of a typical summer service schedule. The new summer service change took effect May 24 and will be effective through the end of September. This service plan organizes the ad hoc cuts in bus service that have taken place at Big Blue Bus since the middle of March 2020. The goal of this summer service plan is to address the needs of customers who have remained on the system since March, while being responsive to returning customers as they arrive. Big Blue Bus’s goal is to provide sufficient service levels so that no bus has more passengers on board than one for every other seat (approximately 17-19 customers in 40-foot buses; 26-29 customers in 60-foot buses) in order to maintain at least some social distancing. Routes that were selected for complete elimination were chosen based on the ability of customers to absorb the absence of service with as little effect as possible upon their riding experience. Duplicative Rapid bus routes that run atop local routes were eliminated, as were Routes 42 and 44 which primarily serve Santa Monica College riders, and which also run on top of other routes for their entire length. In addition to routes that were completely eliminated, on weekdays some routes were reduced to run on Saturday schedules during the summer. These routes were characterized by low ridership and a general need for less service. Routes with light ridership that did not have a previously arranged Saturday schedule are being run on a minimal hourly service schedule. Lastly, some routes suffered no cuts at all as ridership on them had reduced, but not sufficiently to allow cuts in service without crowding customers together. The Big Blue Bus plan is built in response to the specific needs of our customers as demonstrated by our data in the weeks since early March 2020. The plan is based on best available information, and the service model contains scheduled school trips which can be dispatched should school return in the fall. Since the May 5th Council adoption for restructuring, BBB has seen steady increases in system-wide ridership with recent trends showing over 12,000 boardings daily, a 20% increase compared to early May and late April ridership.

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Both the ad hoc March 2020 and summer service plans have been built in such a way as to enable Big Blue Bus to continue to communicate accurate real-time information to our customers. Real-time information has experienced only minor outages during this time and is available through our website, via third-party mobile apps, SMS text, customer service phone line, and on hundreds of on-street digital signs in the Big Blue Bus service area. Big Blue Bus is working closely with both LA Metro and Culver CityBus to add Big Blue Bus real-time information to their signs at some of our shared stops thereby expanding availability. Big Blue Bus is also adding LA Metro, Culver CityBus, and LADOT Commuter Express real-time information to our own on digital signs at 50 shared bus stop locations. This information is being added so that any passenger utilizing any regional transit system may experience the highest level of integrated service information and reassurance regardless of who has provided the on-street infrastructure or the service. As Big Blue Bus moves forward, staff continues to review our service, fares, infrastructure, and bus ridership, as well as the science of viral pandemics, and the restrictions put in place by local and state agencies to try and anticipate changing needs. The service plan will remain somewhat fluid by necessity, with a goal of providing service when, where and how people need it, and in coordination with the opening of major employment, educational, and cultural destinations. Mobility On-Demand Every Day (MODE) MODE service hours have been temporarily reduced Monday through Friday from 8am to 4:30pm. There is no fixed timeline for restoration of longer weekday hours or weekend services. Big Blue Bus is monitoring MODE member feedback to determine when the need for more service will manifest. Additionally, shared rides have been suspended in order to enable social distancing. It is expected that the need for social distancing and the suspension of shared rides may have a longer duration for seniors and people with disabilities than in other communities. While overall costs have declined due to decreased demand, the cost per ride has increased due to the suspension of shared rides and fixed costs in the service model. As Big Blue Bus looks to restore normal hours of weekday and weekend service, staff will be presenting options for finding greater efficiencies to counter the effects of this situation based on cost per ride. Departmental Resources

Expenditures



Big Blue Bus Fund Salaries & Wages 60,788,717 51,574,856 Supplies & Expenses 21,757,332 19,168,132

Subtotal 82,546,049 70,742,988 Local Return Fund

Supplies & Expenses 593,538 497,538 Subtotal 593,538 497,538

Total All Funds



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Personnel





Restoration Priorities

Programs or services currently cut or reduced that would fit within the restructured organization if funding were to be made available.

BBB’s current service restoration plan as presented includes phased in restoration of service. First, it identifies the addition of Rapid 3 and 7 weekday, Route 2 weekday and Route 12 weekday in late September. Service in January 2021 would result in the addition of 40,000 revenue service hours to enhance weekday peak, weekday midday, and weekend service on all lines. This would result in a service model that provides approximately 84% of pre-COVID 19 regular fixed route service. This model would be in effect through the end of the fiscal year.

Restoration priorities will include the following:

1. BBB will be adaptable and nimble to changing market conditions. Should economic recovery surge during the summer and early fall months, service will be restored to match demand while continuing to provide adequate social distancing, (if that guidance is still in place).

2. BBB will be fiscally responsible in service restoration. It is projected that BBB will begin collecting and enforcing fare payment in the second quarter of FY20/21. Further incentives for pre-paid fares and moving customers away from cash will be instrumental in this success. Currently 70% of BBB customers pay with a TAP card or Smartphone. BBB’s goal is to eliminate all cash fare payments by 7/1/2021. Furthermore, BBB anticipates one-time CARES Act funding that will help offset the tremendous decline in LA County sales tax revenue and State sales tax and gas tax revenue that BBB relies upon for funding operations. All of the LA Metro measures and propositions that fund BBB operations will be severely impacted as will the State’s STA and TDA programs. LA Metro has not yet advised BBB on how much revenue it can expect from the CARES Act that will be distributed to the region’s Municipal Operators through the FTA 5307 program. We have requested that the distribution of this funding conform to the existing FAP formula. Service restoration in September and January 2021 is contingent upon receiving this funding by September 30, 2020.

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COMMUNITY DEVELOPMENT DEPARTMENT A merger of the Planning & Community Development and Economic Development Division

The new Community Development Department includes Building & Safety, City Planning, Code Enforcement, Economic Development, Mobility and Parking Operations. The work of the department is focused on the built environment, the encouragement and expansion of economic opportunities for businesses and residents, and the movement of people and vehicles throughout the City.

Core services such as development review, plan check, building inspections, code enforcement, parking resources, traffic management and mobility functions are being preserved. The department will facilitate new investment and encourage economic activity by introducing code amendments to streamline the land use entitlement process and review for development applications consistent with the City’s adopted land use policies. The department will ensure that development projects comply with applicable standards, project design reflects the City’s aesthetic character, historic resources are protected, and the movement of people and vehicles is facilitated to reflect the policies in our Land Use and Circulation Element, Bike Action Plan and Pedestrian Action Plan.

Traffic Management has been moved to the Mobility Division which now includes traffic engineering, transportation demand management, vision zero projects, plan review and public right-of-way permitting. This transportation team includes essential field staff that will focus on maintaining the safe and continuous operation of the citywide traffic signal network, traffic communications systems, parking meters, and pedestrian signals. The division will facilitate construction and temporary roadway permits to maintain safe flow of people, automobiles, transit and bicycles. Access to personal transportation options will be continued through the second shared mobility pilot program.

As a result of the merger, the Administration division will now coordinate the winding down of the former Redevelopment Agency’s activities and the department now includes the Economic Development Division, which currently leads the Citywide economic recovery effort, a key focus of the department. The Economic Development Division’s focus is on creating a sustainable economy in Santa Monica. The division continues to provide core services including managing leasing of the City’s real estate assets, administration of the Santa Monica Pier, managing the Farmers Markets, providing technical assistance to City departments in lease negotiation, property management, and property reuse and development, and acting as a liaison and providing technical support to Santa Monica’s business organizations including the Santa Monica Chamber, Santa Monica Travel and Tourism, and business improvement districts. Additionally, the division is now managing the real estate assets of the Santa Monica Airport and administration of the Beach.

While the department continues to provide core services and focus on economic recovery, reductions in service hours, response times, and suspension of some programs will occur. These changes will result in reduced hours at the various public counters, modifications to the design review process to include more staff level review and delayed processing times for historic properties and districts. To address any surge in workload associated with economic recovery, supplemental contract services will be used to ensure response times are appropriately aligned with the urgency of the situation. Impact to Mobility-

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related programs includes a reduction in transportation demand management, bike and other mode shift related programs as well as the suspension of changes to residential preferential parking, regulations for taxicabs and pedicabs and other efforts.

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Expenditures




Subtotal 40,893,551 37,189,121 Beach Fund

Supplies & Expenses - 6,819,264 Subtotal - 6,819,264

Miscellaneous Grants Fund


Parking Authority Fund

Salaries & Wages 900 900 Subtotal 900 900

Pier Fund

Salaries & Wages - 264,509 Supplies & Expenses - 2,009,281

Subtotal - 2,273,790 Special Revenue Source Fund


Total All Funds







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BUILDING AND SAFETY Permit Processing, Plan Review, and Inspections • If other resources are not available, the replenishment of permitting, plan review, and

inspections staff could be critical for maintaining and assisting with economic recovery efforts. Doing so ensures that the processing of development permits may continue to function at a desirable level and will not present a hindrance to development due to processing delays caused by insufficient staffing. A list prioritizing the vacant positions has been developed, and the replenishment of staff should utilize the list to target and address the most critical needs from the perspectives of replenishing technical expertise and establishing previously expected levels of service and processing times.

Permit Services Center • The restoration of Building and Safety’s operations that involve interaction with the public are

primarily focused within the Permit Services Center (i.e. Permit Specialists and public counter). Inspections staff is currently practicing social distancing and conducting virtual inspections in the field, and plan review staff can perform plan review remotely via the City’s Electronic Plan Review system. Operational procedures and policies will need to be put in place for a phased approach at re-opening the Permit Services Center, which are dependent on the severity of the pandemic and may include social distancing measures, limited/reduced hours of operation, increased cleaning/sanitizing, provision of PPEs to counter staff, and posting of signage informing public and staff members.

Tenant Protections During Construction • The Neighborhood Preservation Coordinator is a position that was lost as a result of the staff

cuts. Its primary role was to manage the Tenant Protections During Construction program, as well as other habitability issues related to tenant-occupied structures. During the COVID emergency, the number of tenant-related issued has lessened; however, problems between landlords and tenants remain, and it can reasonably be expected that the volume of issues will continue to rise to pre-pandemic levels relatively soon. There is no dedicated staff member to manage and triage these issues as they come in and as a result it can be expected that response times will be heavily impacted as a result. The responsibilities of the liaison for the Tenant Protections During Construction Program include:

o Proactively monitoring active construction projects of tenant-occupied buildings o Triage of tenant complaints o Coordination of tenant/owner communications o Continued improvement of program and development of processes and administrative

regulations o Coordination and monitoring of Means and Methods Plan review for construction

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CITY PLANNING Permit Processing and Plan Check / Business Licenses • As funding becomes available for restoring positions, staff resources will be directed towards

reducing backlog of permit processing and business license review.

Public Counter • As funding becomes available for restoring positions, staff resources will be directed towards

increasing consultation service at public counter with priority for application intake.

CODE ENFORCEMENT • Upon either full, partial, or gradual restoration of the City’s budget progressively restore Code

Enforcement Officers and administrative support staff positions to increase span of enforcement activities and priorities.

• Restore dedicated Officers to high priority activities (e.g. Short-Term Rental, Leaf Blowers, Shared Mobility, Pier/Beach).

• Improve investigation response time; reduce number of cases per Officer; reduce call center wait times; reduce time it takes to resolve a case.

ECONOMIC DEVELOPMENT Support for Small Business Organizations and Events • As social-distancing requirements are relaxed or removed, support for activities and special

events in commercial districts, including on the Santa Monica Pier. • Support for the establishment of a business improvement district in the Santa Monica Pier.

MOBILITY Congestion Management & Street Services • Staffing to enable traffic flow support for peak periods (PM peak) and special weather

conditions (hot days with heavy beach use), holidays, busy weekends, and other non-standard traffic operations.

• Develop cross-trained in-house service crews to handle mid-size projects and most work orders, SM works/GO requests in house. Expanded cross-training and revised deployment of street crew staff – signals, signs/markings, meters. Goal is to reduce contracting needs to speed up implementation and increase ability to deploy staff dynamically to projects.

Transportation Demand Management – aka Vehicle Trip Demand Reduction • Restore Employer Trip Reduction Ordinance to apply to all employers of 30+ people. Including

in-house vehicle trip reduction programs for City staff. The regulation program of area employers is self-funding.

• Bike, Pedestrian and Transit Programs – Education, Encouragement and Evaluation – bring back education and encouragement programs that increase alternative mode use in support of land use, climate and livability goals of the City. Includes transit incentives, bike safety classes, and events like Ride with the Mayor and Bike Month.

Vision Zero – Street Safety and Grant Management • Grants enable more substantial safety construction on the vision zero priority network. Restore

staff to pursue grant funding, grant administration and follow-through. In a financial budget constraint, this enables more delivery of signal improvements, protected walking and biking areas, eliminating network gaps, and increasing universal design features for older people and children walking.

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• Fresh activations and design of the Take the Friendly Road campaign to keep road safety and the prevention of fatal and severe crashes at the top of mind. Includes promoting slow driver speeds and driver behavior, and incentives that draw attention to the need for street safety.

PARKING OPERATIONS • As social distancing restrictions are lifted, progressively restore SP+ Parking contract staff at

Summer Peak demand levels, including beach cashiers, downtown revenue collection pullers, and service staff assigned to online, telephone, and counter monthly and part-time employee pass sales.

• As customer demand returns, restore full service counter staff to assist with online, telephone, and counter RPP and Beach permit sales, restore analyst staff for full accounting and audit services restoration, and restore the complete management team to assist and direct attention to critical areas not served by reduction in services

• Restore Conduent, IPS, Sheri Ross Adjudicator, and related parking contract services as customer demand increases, including citation processing, citation payment deferral and long-term payment plans, and citation review and adjudication services.

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COMMUNITY SERVICES DEPARTMENT A new department formed by the merger of the Community & Cultural Services Department

and the Housing Division

The Community Services Department will offer community-centered resources that align with the City’s values and priorities. We will adapt to be responsive to the social and economic challenges residents are facing, support the need for community healing and recovery, and provide services that enrich lives and help people thrive. Core services to Santa Monica’s low-income and vulnerable individuals and families will be preserved and services will be adapted to address emerging needs such as food insecurity and rental assistance. We will continue to provide out-of-school time programming on-line and at school and park sites, offer grants to non-profit social service providers and arts organizations, and implement strategies and programs to support people experiencing homelessness, seniors, people with disabilities, youth and families, and utilize Cultural Arts Trust Funds to harness the arts to play a major role in recovery and community resiliency efforts. Through this reorganization, we will provide rental housing vouchers that support seniors, people with disabilities, people experiencing homelessness, veterans, and low-income households, provide financial support to long-term senior residents to meet their basic needs, continue funding and support for affordable housing developments currently in the pipeline, and monitor existing affordable housing to ensure compliance. Acting on the guidance from public health professionals, as possible, we will reinstate recreational, educational, and cultural programming such as in-person youth swim lessons, afterschool classes and enrichment programs, school-break camps, community classes and camps programs, and active beach recreation; and welcome visitors back to the Annenberg Community Beach House. Park-based sports facilities will reopen when possible, but may have reduced hours, and programming will be phased in. City-owned fields will be permitted to various community-based organizations for recreational and competitive sports. Elementary school playgrounds and fields will be available through a partnership with the Santa Monica Malibu Unified School District. This year, program and permit fees will be adjusted in order to partially recover rising costs while we engage in a comprehensive fee study which will reflect full implementation of the Community Services Pricing Policy. Long-range park and open space planning responsibilities will be absorbed by the new Community Development Department, but certain activities must be delayed. The Parks and Recreation Master Plan Update and the Memorial Park renovation will be paused. The Airport Interim open space will no longer be available for recreational use. There will be fewer and smaller events, less City-generated programming, and more use of partnerships. The Annenberg Community Beach House pool will remain closed in FY 2020-21. The Community Gardens program will be absorbed by the Public Works Department.

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Expenditures






Subtotal 10,271,115 2,249,131 Community Development Block Grant Fund

Supplies & Expenses 201,268 1,966,798 Subtotal 201,268 1,966,798

Housing Authority Fund

Salaries & Wages - 1,590,009 Supplies & Expenses - 21,621,938

Subtotal - 23,211,947 Miscellaneous Grants Fund


Special Revenue Source Fund

Supplies & Expenses 1,102,989 3,300,716 Subtotal 1,102,989 3,300,716

TORCA Fund

Supplies & Expenses - 6,000 Subtotal - 6,000

Total All Funds



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Personnel







Recreation and Arts Programming

• Progressively expand operating hours and programming at the Swim Center and the Memorial Park Skate Park; re-conceptualize artist residencies and Cultural Facilities management and use to serve recovery and resiliency needs.

Grant Funding – Human Services Grants Program and Grants to Cultural Arts Organizations and Artists

• Restore funding to the non-profit organizations that provide services to vulnerable residents and the organizations and artists who make Santa Monica a place known for culture and experiences.

Open Space Planning and Programming

• Restore open space planning capacity within the Community Services Department with a focus on user group input and trend analysis in recreation, the use of recreational facilities, programs, and open spaces for community healing and recovery, partnerships with outside groups for support of parks and recreation and planning for the future of the airport land.

Homelessness and Homeless Prevention Services

• Restore capacity to the Homeless Initiatives Team to help absorb emerging responsibilities related to homeless prevention planning and programs, conduct the annual homeless count and manage key relationships related to community involvement/volunteerism and faith groups supporting vulnerable populations.

Affordable Housing Programs and Services (Funded by Revenue Measure GSH)

• Loans for production and preservation of new affordable housing, affordable housing customer support and outreach, and consideration of alternative programs and policies to address affordable housing needs in Santa Monica.

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Human Services Grants ProgramFY 2020-21 Adopted Budget

Agency/Program NotesBoys & Girls Clubs of Santa Monica 200,562$ 176,395$

Out of School Time Enrichment Program 200,562$ 176,395$ 12% General Fund ReductionChrysalis 302,835$ 272,369$

Santa Monica Employment Center 302,835$ 272,369$ 12% General Fund ReductionCLARE|MATRIX 171,567$ 69,104$

Clarity for Youth 44,461$ 39,104$ 12% General Fund ReductionCoordinated Case Management 127,106$ 30,000$ Targeted Reduction

Connections for Children 1,156,192$ 994,207$ Kindergarten Readiness 48,512$ -$ Targeted Reduction

Santa Monica Early Education 1,107,680$ 994,207$ 12% General Fund Reduction$20K Council Discretionary Funds

Disability Community Resource Center 221,685$ 199,388$ Home Access Program/Independent Living Program 221,685$ 199,388$ 12% General Fund Reduction

Family Service of Santa Monica/Vista Del Mar 436,690$ 394,070$

Community Mental Health 82,705$ 82,739$ 12% General Fund Reduction$10K Council Discretionary Funds

Early Childhood Wellbeing Project 150,650$ 132,497$ 12% General Fund ReductionSchool-Based Program: Edison/Muir/McKinley/SAMOHI 203,335$ 178,834$ 12% General Fund Reduction

Growing Place 182,750$ 160,729$ Marine Park 182,750$ 160,729$ 12% General Fund Reduction

Hospitality Training Academy 98,941$ 87,019$ Jobs Initiative Program 98,941$ 87,019$ 12% General Fund Reduction

Jewish Vocational Service 55,785$ 49,063$ Santa Monica Youth Employment Program 55,785$ 49,063$ 12% General Fund Reduction

Legal Aid Foundation of Los Angeles 591,167$ 590,923$

Domestic Violence Clinic 85,018$ 84,774$ 12% General Fund Reduction$10K Council Discretionary Funds

General Community Legal Services 506,149$ 506,149$ Council Restored 5/26Meals on Wheels West 54,186$ 54,186$

Delivering More Than a Meal 54,186$ 54,186$ Council Restored 5/26Providence Saint John's Health Center 358,649$ 315,432$

Child/Youth Development Project (CDP) 64,545$ 56,767$ 12% General Fund ReductionYouth Development Project (YDP) 294,104$ 258,665$ 12% General Fund Reduction

Santa Monica College 151,347$ 133,110$ Pico Partnership 151,347$ 133,110$ 12% General Fund Reduction

St. Joseph Center 943,436$ 859,582$

Santa Monica Retention Program 626,365$ 570,717$ 12% General Fund Reduction$10K Council Discretionary Funds

YRT Collaborative 317,071$ 288,865$ 12% General Fund Reduction$10K Council Discretionary Funds

Step Up on Second 131,852$ 115,964$ Sanctuary 131,852$ 115,964$ 12% General Fund Reduction

The People Concern 1,607,331$ 1,409,300$ Access Center 239,347$ 211,398$ 12% General Fund ReductionCloverfield Services Center 382,537$ 336,792$ 12% General Fund ReductionInterim Housing & Wellness 919,748$ 809,927$ 12% General Fund ReductionSojourn Services for Battered Women 58,113$ 51,183$ 12% General Fund ReductionWestside Domestic Violence Network 7,586$ -$ Targeted Reduction

Upward Bound House 16,577$ -$ Family Place Transitional Housing 16,577$ -$ Targeted Reduction

Venice Family Clinic 384,857$ 338,964$ Common Ground 99,458$ 87,474$ 12% General Fund ReductionPrimary Health Care Services 103,600$ 91,597$ 12% General Fund ReductionSAMOHI Wellness Center 181,799$ 159,893$ 12% General Fund Reduction

Westside Food Bank 112,687$ 112,687$ Emergency Food Distribution 112,687$ 112,687$ Council Restored 5/26

WISE & Healthy Aging 1,269,465$ 1,160,528$ Adult Day Service Center (ADSC) 141,697$ 124,623$ 12% General Fund Reduction

Care Management 292,208$ 276,996$ 12% General Fund Reduction$20K Council Discretionary Funds

Congregate Meals (CMP) 251,920$ 221,564$ 12% General Fund ReductionLos Angeles Oasis (was Club 1527) 177,732$ 156,316$ 12% General Fund ReductionParatransit Program 289,758$ 278,875$ 12% General Fund ReductionSenior Peer Counseling (SPC) 116,150$ 102,154$ 12% General Fund Reduction

Total Adopted Budget

FY 2020-21 Budget (Original)

FY 2020-21 Budget (Adopted)

$8,448,561 7,493,020$

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FINANCE DEPARTMENT The Finance Department will maintain its role as an internal service department that supports the budget planning and transactional work of the City, conducts solicitations and contract administration, collects and administers tax and other revenue, and administers the Risk Management program. Staff reductions will be necessary to align the department with the decreased transactions that will flow through the City as a result of the restructuring. The Department’s work to digitize internal processes such as procurement requisition development and solicitation and to increase online payment capabilities, and to introduce a new enterprise resource planning (ERP) system that further automates financial and payroll processes will continue to support a paperless system that can continue operations even in a virtual work environment. As the organization restructures, a new focus is the Department’s lead role in properly documenting emergency response costs and activities and to pursue disaster cost recovery, a process that may last several years. Looking ahead to the gradual reopening of our facilities and services, the Safety Officer function within the Risk Management Division will continue to play a role developing safety protocols for staff. The Department will continue its focus on strategic financial planning during this challenging period. We will monitor revenues regularly to gauge whether our projections for this unprecedented time are accurate or whether adjustments are warranted. We will assess whether it is prudent to issue debt if the bond market stabilizes. We will work with staff to enhance cost recovery where possible. Finally, we will work to support the City’s economic recovery efforts with data analysis and streamlined and expert assistance to local businesses by our Business License Unit and our Procurement Division. Departmental Resources

Expenditures




Subtotal 13,741,662 12,423,420 Risk Management Admin Fund


Subtotal 5,511,341 5,944,690 Total All Funds



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Personnel







As City operations recover, it will be important to reassess workload in all areas of Finance so that internal controls and customer service, both internal and external, are met. As a result, no restorations are requested at this time.

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FIRE DEPARTMENT The Santa Monica Fire Department will maintain response capabilities and remain committed to providing the highest quality all hazard response during and after the COVID-19 pandemic. The Fire Department remains committed to the Safety, Health, and Wellbeing of our Community and we are taking all precautions to ensure the safety of our Firefighters as they provide direct patient care to those affected by the pandemic, we will maintain a leadership role in the Emergency Operations Center, respond to daily calls for service and ensure we are ready for businesses to reopen and visitors to return to the City. The Fire Department has vacated one Administrative Fire Captain, one sworn Senior Fire Inspector, and two sworn Fire Inspectors. On the civilian side, two Fire Code Enforcement Officers and one Staff Assistant III position are currently vacant. These immediate salary savings are working to reduce the department’s budget and have an annual salary value of approximately $1.5 million. The Department will continue to realize salary savings from the 7.0 vacant positions while the Department and City pursue options, including reducing overtime-related expenditures and changes to both sworn and non-sworn positions which will allow us to reduce our budget without lowering deployment standards and daily response levels. Departmental Resources

Expenditures








Total All Funds



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Personnel







Since the plan is still in development, no specific restorations are recommended at this time.

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HOUSING AND ECONOMIC DEVELOPMENT Split between the new Community Development and Community Services Departments

The Housing and Economic Development Department is eliminated and its programs and services have been split between Planning and Community Development (now called Community Development) and Community and Cultural Services (now called Community Services).

Economic Development is integrated into the Community Development Department. Economic Development services include management of the City’s real estate assets, including at the Pier, Beach, and SM Airport, to support the City’s goals; staff support for implementation of Economic Recovery, including support for business re-opening and business retention and expansion; operation of the world-famous Santa Monica Farmers Markets; and ensuring receipt of property tax revenues to pay Successor Agency obligations.

Housing is integrated into a new Housing and Human Services Division within the Community Services Department. Housing services include provision of approximately 1,500 rental-housing vouchers that support low-income family, senior, disabled, homeless, and veteran households; continued funding and support for affordable housing developments currently in the pipeline; and monitoring of existing affordable housing to ensure compliance.

During the period that the City faces significant financial stress, certain programs and services will be placed on hold temporarily, reduced, or eliminated. New loans for the production and preservation of affordable housing are on hold. Housing activities are limited to the minimum necessary to maintain federal funding, including eliminating outreach and customer support beyond HUD requirements. Affordable housing program and policy development, including support for the Housing Commission, are on hold. Support for Business Improvement Districts, special events, and public/private partnerships are on hold, unless directly tied to Economic Recovery. Support for Pier events, special activities, and the proposed Pier BID are on hold. Departmental Resources

Expenditures



General Fund Salaries & Wages 3,913,034 - Supplies & Expenses 1,290,276 -

Subtotal 5,203,310 - Housing Authority Fund

Salaries & Wages 1,915,303 - Supplies & Expenses 20,512,952 -

Subtotal 22,428,255 -

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Expenditures



Miscellaneous Grants Fund Supplies & Expenses 512,140 -

Subtotal 512,140 - Pier Fund

Salaries & Wages 255,296 - Supplies & Expenses 2,486,743 -

Subtotal 2,742,039 - Special Revenue Source Fund

Supplies & Expenses 2,000,000 - Subtotal 2,000,000 -

Total All Funds

Salaries & Wages 6,083,633 - Supplies & Expenses 26,802,111 -

Total Department 32,885,744 - Personnel



Permanent Employees 38.2 0.0 Temporary Employees 1.6 0.0


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HUMAN RESOURCES DEPARTMENT The Human Resources Department is committed to modernizing the City’s HR practices to optimize core HR functions and provide service in a flexible, solutions oriented and employee centric way. Change driven initiatives will be guided by the HR ARC People Driven Mission to Attract and Retain the Next Generation of Leaders; Reinforce a Civil and Equitable Workforce; Cultivate a Culture of Accountability, Empowerment, and Leadership. We will continue to fulfill our role as an internal service department and provide our customer departments and employees with focused personnel support including training, onboarding, performance management, talent acquisition, employee relations, benefits administration, and HR information systems/data management support functions. However, staff reductions and method of service delivery will be modified to align the department with the decreased demand as a result of the restructuring. The anticipated budget reductions within the Human Resources Department are expected to have the greatest impact in the way we deliver training and benefits administration services. It is our intent to maximize the services of our existing third-party administrator to support employee benefit services, as well as deploy self-service platforms to minimize the amount of transactional, manual data entry and in person orientation. The transition to web-based employee onboarding will allow us to gain greater efficiency in the new-hire onboarding process, including a likely reduction in the amount of time it takes to hire a new employee after a selection has been made. We also anticipate delivering fewer in-person training programs and deploying web-based training platforms to continue the delivery of training programs which build capacity within our workforce. Additionally, we will revamp and reduce the number of employee service award ceremonies while still supporting programs and activities that engender organizational positivity, team spirit and reward and recognition.


Expenditures



General Fund Salaries & Wages 4,815,683 4,048,620 Supplies & Expenses 666,036 665,661






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As City operations recover, it will be important to reassess HR workload and employment needs and trends in all areas of the organization to ensure customer demands are met. As a result, no restorations are requested at this time.

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INFORMATION SERVICES DEPARTMENT The Information Services Department (ISD) will continue to leverage technology like our enterprise process tool, ServiceNow, to transform paper-based processes into digital workflows. By utilizing these tools, ISD will support the streamlining of existing processes and save time and money for the City through digitization and increasing the use of digital signatures. In the past twelve months we estimate that we have saved $1.2 million in staff time that was normally dedicated to shepherding paper contracts and other documents for signature. ISD will also continue to expand our presence in cloud computing to systems anytime, anywhere to support workforce mobility and enhance service uptime, system back-up, and disaster recovery. In addition, bringing newly architected cloud-based platforms into our technology ecosystem will allow our staff to focus their efforts on higher value creative work, while increasing redundancy in knowledge and support of systems. Our restructuring plan also reduces costs for the City by shifting the development of a new City website to internal resources. This repositioning will save the City funds, allow us to move in a more agile and nimble fashion, including focusing immediately on those portions of the website that support emergency operations and economic recovery, and create a sustainable model for maintaining the technology, tools, and process digitization that are foundational to the City’s web presence. Departmental Resources

Expenditures




Subtotal 10,090,864 9,170,427 Community Broadband Fund

Salaries & Wages 606,793 724,346 Supplies & Expenses 1,026,979 960,347

Subtotal 1,633,772 1,684,693 Total All Funds







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As the City achieves its economic recovery and is able to reinstate programs and services, the Information Services Department has highlighted that positions in Business Application Support, GIS, and Computer Support will be necessary to support the growing workload both in the General Fund and the Big Blue Bus Fund.

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LIBRARY DEPARTMENT

Public libraries transform and strengthen communities in every way, especially during challenging times. As the impact of the COVID-19 crisis continues to evolve and change the work of libraries and library workers, we are needed more than ever to support our communities beyond the pandemic. In March, when it was no longer possible to remain open to the public due to state orders, Santa Monica Public Library staff responded quickly to the crisis by offering a more robust Online Library suite of resources, virtual programming, and temporary library cards to access digital materials, streaming services, homework help, and a host of educational databases. These services will continue even as social distancing requirements are eased. In addition, curbside service to retrieve library material has been implemented at two locations, with a third planned for early Fall 2020.

Library staff anticipate an onslaught of people needing library services and access to resources once “safer at home” restrictions are lifted. While current access to library resources is limited to virtual and curbside service, our reopening plan will focus on community resiliency with an emphasis on neighborhoods. The plan identifies elevated services for workforce development, literacy, services to youth, families, and seniors. Physical reopening of library facilities to the public are contingent on the City’s recommendations to ensure safe operations.

When it is safe to reopen to the public, a Santa Monica Public Library location will be open every day of the week, except Sunday. Hours and locations convenient for families and students, working residents and neighbors will be as follows:

Main Library: Monday -Thursday, Noon-8:00 p.m. Saturday 10:00 a.m. -5:00 p.m. First floor access only with an emphasis on concierge delivery of materials, curbside service, and limited walk in use of freestanding computers for Internet access.

Pico Branch: Tuesday – Thursday, Noon-8:00 p.m. and Friday-Saturday 10:00am-5:00 p.m. Services will focus on Youth and Family Services and World Languages in active partnership with Virginia Avenue Park.

Montana Branch: Monday and Wednesday, Noon-8:00 p.m. Services will focus on Workforce Development, Career Online High School, and Literacy.

We aim to be realistic about the services that we can provide, the costs involved, and new public health requirements that will change the way in which we serve our community. In order to balance the focus on neighborhood services with staff capacity, the two branch locations with the highest usage and activity levels will reopen first—Pico and Montana Ave. The Fairview and Ocean Park branches will not host direct library services in the near-term, but we are exploring alternative uses of the buildings including partner services. Materials at all branch locations will serve as additional sources to fill patron requests. Initially, the two open branch locations will function as neighborhood anchors focused on community resiliency. We look forward to welcoming visitors back to all our locations when more staffing resources are available and physical distancing restrictions are lifted.

The Main Library will continue to act as a central hub for administration, materials delivery, and limited virtual and physical classroom-centered learning. Limited first floor access will feature express library services, such as account management, self-service check-outs, curbside and concierge service models, and internet access. Initially, in order to ensure safety and physical distancing, the second floor and

46

seating areas on the first floor will not be accessible to the public. Core services and access to the Library’s free digital services and physical collection of over 400,000 items will be retained. Physical distancing will drive service delivery and determine the number of people using the building at one time.

In order to keep our locations running, critical service needs include technology and infrastructure investments, an updated Integrated Library System to manage customer accounts and collections, and flexible digital tools to support virtual services. With the loss of approximately 80 trained as-needed Library Pages who support critical day-to-day operations throughout the system, a shift in service delivery and volunteer-based support will be necessary.

Targeted reductions in library hours, programs and service locations will address financial gaps while balancing the information and educational needs of our community. Because community partners and City departments may also be operating with limited resources and programming, the Library will need to rely on library staff to create and distribute critical programming. Initially programming will be reduced by 60 percent overall. Programming can be expanded when additional funding and staffing are available.

The total restructured Library Department will result in a reduction of 166 open hours per week.


Expenditures






Total All Funds







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Operating hours, Locations, and Staffing

• Restoration of operations and services will need to be progressive, happening in phases, depending on availability of resources, budget restoration and physical distancing requirements.

• Reinstate as-needed staffing, specifically the Library Page position, to support daily operations and restore permanent positions to expand service delivery, reopening of additional locations and expanded hours, and development and initiation of Library programs.

• As physical distancing restrictions are lifted, restore public hours and levels of programming at neighborhood locations, starting with Montana, then moving to Ocean Park and Fairview providing four to five days per week of neighborhood services per location. Restore Sunday hours at the Main Library.

• Main Library summary of restoration strategy: Increase public access to critical first floor areas including, Youth Services and computers, collections browsing and seating (with physical distancing in place); Progressive reopening of second floor services—study rooms, computer commons, and service desk points.

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POLICE DEPARTMENT The Police Department functions on the strong partnership between all its different work groups across both sworn police officer staff and dedicated professional staff. With this restructure, we are decreasing by one, currently vacant Police Officer position, but our focus throughout our reorganization proposal has been to preserve community safety. Our entire department will continue to work towards continuing the crime reduction we achieved in 2019, while doing our best to provide an environment in which everyone in our community is safe and feels safe. The Police Department’s budget responds to COVID-19 by reducing work groups and functions within the Police Department without eliminating services in totality. In our Animal Control unit, we reduced the number of animal care attendants and animal control officers. While this might cause us to shorten some hours or days of service, it also provides us with the opportunity to welcome our community in the role of volunteers. Community members are eager to volunteer time and talents in a variety of ways to the Police Department, and until now, we have had few, standardized and supervised functions they could perform. In eliminating city employee animal care/kennel assistants, we can offer an opportunity for a small number of trained and reliable volunteers to come and help us care for our animals. By including our residents in this, they will undoubtedly echo our mission of animal protection and adoption opportunities to families, friends and neighbors, and possibly increase our reach on the topic. Our Public Services Officers, Traffic Control Officers, Records Technicians, Staff Assistant, Crime Prevention Coordinator, and Police Officer positions have also all been reduced by varying numbers. The Police Department will still be present in the community, the parks and the downtown areas and will still provide quality service to our public. We will, however, need to consider how best to use our resources in all areas of the City. With one less Crime Prevention Coordinator, for example, businesses or residents might wait longer for a security assessment. We will work hard to communicate changes to our stakeholders before they are implemented and felt in the community. With a decreased work force, the Police Department will need to suspend certain, expected, events that require increased staffing levels to accommodate. Events like National Night Out and Coffee with a Cop will have to move to a cost-neutral platform – most likely found in a virtual-environment space. The one program that was reduced was the Crossing Guard services. SMPD recognizes the importance of this program and recommended the cut with much regret. While our neighboring jurisdictions provide this service in a variety of way which are non-reliant on a full contingency of paid employees, the city recognizes the importance of such a program and the Police Department retained one position with an expertise in the field of Crossing Guard Services and 6.5 as-needed positions. They will work with SMMUSD in researching, constructing, and implementing replacement models that are sustainable here in our City.

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Expenditures




Subtotal 98,329,701 98,943,776 Citizen’s Option for Public Safety (COPS) Fund



Salaries & Wages 359,092 - Supplies & Expenses 127,000 -

Subtotal 486,092 - Pier Fund

Salaries & Wages 1,556,118 1,611,906 Supplies & Expenses 159,035 164,409

Subtotal 1,715,153 1,776,315 Special Revenue Source Fund


Total All Funds







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As the City begins to revitalize and restore, and as tourism and the number of visitors again increases the daily occupancy of our City, the Police Department will need to be proactively present to deter crime, as well as staffed appropriately in order to respond to the crime that does occur. We would seek to restore our lost field-based personnel (Police Officer and PSO positions) and those support staff positions so vital to our business functioning (Record Technicians).

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PUBLIC WORKS DEPARTMENT The Public Works Department remains committed to providing the best service possible to the Santa Monica community. The Department has streamlined operations to ensure delivery of essential services within the current budgetary constraints and other challenges presented by the global pandemic and resulting economic climate. To realize these changes, the Department proposes transitioning to a consolidated operational format that leverages cross-functionality between divisions to create a more agile and cohesive workforce. The restructuring will achieve an interconnected team of employees focused on the most essential services that are the City’s core responsibilities to its residents and businesses. By strategically reducing our workforce, responsibilities would be merged across the organization, facilitating inter- and intra-departmental collaboration among directors, managers, supervisors, and our front-line teams working across all facets of Santa Monica to break down barriers and build a truly collective City team. For example, a restructured workforce is focused on our Beach, not the respective departmental (Public Works, Community Development, or Community Services) functions at the Beach. In the short term, Public Works will not be able to champion new efforts nor build upon our groundbreaking work in sustainability. Similarly, our efforts leading innovative and internationally renowned capital projects would need to be deferred to preserve and prioritize core City operations that keep our neighborhoods safe and clean. These sacrifices, in addition to restructuring to an exclusively essential workforce, would position our organization to recover as quickly as possible and ensure a vibrant Santa Monica future. Departmental Resources

Expenditures




Subtotal 50,660,393 44,333,020 Airport Fund




Subtotal 5,894,842 5,647,017

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Expenditures



Cemetery Fund Salaries & Wages 875,648 909,484 Supplies & Expenses 1,122,241 1,167,548

Subtotal 1,997,889 2,077,032

Clean Beaches Fund Salaries & Wages 22,923 1,254 Supplies & Expenses 725,067 741,247

Subtotal 747,990 742,501 Miscellaneous Grants Fund


Pier Fund

Salaries & Wages 885,197 507,332 Supplies & Expenses 1,735,690 2,039,047

Subtotal 2,620,887 2,546,379 Resource Recovery & Recycling Fund


Subtotal 27,950,152 25,960,324

Vehicle Management Fund Salaries & Wages 3,947,112 3,317,714 Supplies & Expenses 4,114,808 4,387,665

Subtotal 8,061,920 7,705,379

Wastewater Fund Salaries & Wages 2,845,181 2,979,960 Supplies & Expenses 11,634,013 11,842,302

Subtotal 14,479,194 14,822,262

Water Fund Salaries & Wages 6,778,057 7,630,814 Supplies & Expenses 16,985,922 16,767,935

Subtotal 23,763,979 24,398,749

Total All Funds Salaries & Wages 66,784,776 60,948,394 Supplies & Expenses 78,153,564 76,028,419


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Personnel







Restoration priorities for Public Works are described below in three areas of operational concern:

Infrastructure and Facilities Maintenance Programs • As resources become available, progressively restore maintenance and service programs for city

facilities; streets, sidewalks, and alleys; streetlight modernization and other maintenance programs; EV charging maintenance, urban forest renewal, as well as water and wastewater infrastructure scheduled maintenance.

• Restore capacity to develop and oversee capital improvements, seek and administer grant funding.

Frequency and Service Level Restoration • Fully restore graffiti removal and trades-shops response times, “over the counter” permit

reviews, illegal dumping pick-ups, and pier maintenance activities. • Restore capacity to landscape planting programs in public spaces and streets.

Programming and Policy Development • Restore Zero Waste goals. • Restore community events program support; paper shredding, E-waste collection, used mattress

collection, and compost giveaway events. • Resume implementation of Water Self Sufficiency projects.

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NON-DEPARTMENTAL The Non-Departmental budget represents activities that are not attributed to any one specific department in the City. The Non-Departmental budget includes appropriations such as payment to the Santa Monica-Malibu Unified School District (SMMUSD) in return for the use of certain school district facilities; debt service payments; and transfers to/from other funds.


Expenditures




Subtotal 51,877,205 39,493,305 Airport Fund

Salaries & Wages 49,880 711 Supplies & Expenses 510,187 1,926,010

Subtotal 560,067 1,926,721 Beach Fund

Salaries & Wages 127,576 24,333 Supplies & Expenses (56,469) (87,434)

Subtotal 71,107 (63,101) Big Blue Bus Fund

Salaries & Wages 1,388,097 254,601 Supplies & Expenses 168,163 356,592

Subtotal 1,556,260 611,193 Cemetery Fund

Salaries & Wages 18,552 - Supplies & Expenses (400,000) (429,000)

Subtotal (381,448) (429,000)

Clean Beaches/Ocean Parcel Tax Fund Salaries & Wages 12,949 - Supplies & Expenses (24,389,460) 1,569,158

Subtotal (24,376,511) 1,569,158 Community Broadband Fund

Salaries & Wages 20,319 3,096 Supplies & Expenses 422,000 1,222,000

Subtotal 442,319 1,225,096

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Expenditures



Community Development Block Grant Fund Supplies & Expenses 240,918 223,117

Subtotal 240,918 223,117 Gas Tax Fund


Housing Authority Fund

Salaries & Wages - (33,559) Supplies & Expenses (799,300) (323,286)

Subtotal (799,300) (356,845) Local Return Fund


Low/Moderate Income Housing Asset Fund

Supplies & Expenses (3,048,120) (3,697,398) Subtotal (3,048,120) (3,697,398)



Parking Authority Fund


Pier Fund

Salaries & Wages 65,157 8,159 Supplies & Expenses (210,252) (484,990)

Subtotal (145,095) (476,831) Resource Recovery & Recycling Fund

Salaries & Wages 303,878 77,490 Supplies & Expenses 490,613 362,060

Subtotal 794,491 439,550

Self-insurance, Bus Fund Supplies & Expenses 3,381,990 3,521,512

Subtotal 3,381,990 3,521,512 Self-insurance, Comprehensive Fund


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Expenditures



Self-insurance, Risk Management Administration Fund Salaries & Wages 68,173 20,470 Supplies & Expenses (2,497,988) (2,592,086)

Subtotal (2,429,815) (2,571,616) Self-insurance, Workers’ Compensation Fund



Supplies & Expenses (19,367,231) (13,407,708) Subtotal (19,367,231) (13,407,708)

Stormwater Management Fund


Tenant Ownership Rights Charter Amendment (TORCA) Fund


Vehicle Management Fund

Salaries & Wages 94,229 23,463 Supplies & Expenses 31,071 54,395

Subtotal 125,300 77,858

Wastewater Fund Salaries & Wages 77,287 15,531 Supplies & Expenses 25,093,069 (185,867)

Subtotal 25,170,356 (170,336)

Water Fund Salaries & Wages 189,806 40,451 Supplies & Expenses 2,132,002 1,768,231

Subtotal 2,321,808 1,808,682

Total All Funds Salaries & Wages 10,818,446 3,131,818 Supplies & Expenses 63,721,871 61,275,369


57

PERSONNEL AND STAFFING

58

Fund / Department / Employee Type

FY 2019-20RevisedBudget


2020-21Change

GENERAL FUNDPermanent Employees 1,405.1 1,171.0 (234.1) Temporary Staffing 130.3 27.0 (103.3)

General Fund Total 1,535.4 1,198.0 (337.4) NON-GENERAL FUND

Permanent Employees 742.0 677.3 (64.7) Temporary Staffing 20.9 1.9 (19.0)

Non-General Fund Total 762.9 679.2 (83.7) ALL FUNDSPermanent Employees 2,147.1 1,848.3 (298.8) Temporary Staffing 151.2 28.9 (122.3)

Total Personnel & Staffing 2,298.3 1,877.2 (421.1)

City CouncilPermanent Employees 1.0 1.0 - Temporary Staffing - - -

City ManagerPermanent Employees 60.5 46.0 (14.5) Temporary Staffing 5.6 1.0 (4.6)

City AttorneyPermanent Employees 48.0 42.0 (6.0) Temporary Staffing 0.9 0.5 (0.4)

Records & Election ServicesPermanent Employees 13.5 12.0 (1.5) Temporary Staffing - - -

Community Development (formerly Planning & Community Development)Permanent Employees 135.5 105.7 (29.8) Temporary Staffing 1.0 0.8 (0.1)

Community Services (formerly Community & Cultural Services)Permanent Employees 105.7 73.1 (32.5) Temporary Staffing 44.6 15.8 (28.7)

FinancePermanent Employees 64.3 51.3 (13.0) Temporary Staffing 0.5 - (0.5)

FirePermanent Employees 136.0 136.0 - Temporary Staffing - - -

Summary of Personnel (FTE) by Fund

TOTAL CITY

GENERAL FUND

59




2020-21Change


Housing & Economic DevelopmentPermanent Employees 23.2 - (23.2) Temporary Staffing 1.3 - (1.3)

Human ResourcesPermanent Employees 28.0 22.0 (6.0) Temporary Staffing 0.2 - (0.2)

Information ServicesPermanent Employees 51.0 41.0 (10.0) Temporary Staffing - - -

LibraryPermanent Employees 73.5 47.0 (26.5) Temporary Staffing 38.5 - (38.5)

PolicePermanent Employees 401.0 385.0 (16.0) Temporary Staffing 31.4 8.8 (22.6)

Public WorksPermanent Employees 264.0 209.0 (55.0) Temporary Staffing 6.5 - (6.5)

Fund SummaryPermanent Employees 1,405.1 1,171.0 (234.1) Temporary Staffing 130.3 27.0 (103.4)

General Fund Total 1,535.4 1,198.0 (337.4)


Fund SummaryPermanent Employees 15.0 14.0 (1.0) Temporary Staffing 0.9 - (0.9)

Airport Total 15.9 14.0 (1.9)

AIRPORT

GENERAL FUND (continued)

60




2020-21Change


Community Services (formerly Community & Cultural Services)Permanent Employees 9.8 6.5 (3.3) Temporary Staffing 5.5 - (5.5)



Beach Total 53.3 35.5 (17.8)

Big Blue BusPermanent Employees 443.2 408.3 (34.9) Temporary Staffing 6.8 - (6.8)


Big Blue Bus Total 450.0 408.3 (41.7)

Public WorksPermanent Employees 7.0 7.0 - Temporary Staffing - - -

Fund SummaryPermanent Employees 7.0 7.0 - Temporary Staffing - - -

Cemetery Total 7.0 7.0 -

Information ServicesPermanent Employees 3.0 4.0 1.0 Temporary Staffing - - -

Fund SummaryPermanent Employees 3.0 4.0 1.0 Temporary Staffing - - -

Community Broadband Total 3.0 4.0 1.0

BEACH

BIG BLUE BUS

CEMETERY

COMMUNITY BROADBAND

61




2020-21Change


Community Services (formerly Community & Cultural Services)Permanent Employees - 10.5 10.5 Temporary Staffing - - -

Housing & Economic DevelopmentPermanent Employees 13.0 - (13.0) Temporary Staffing 0.3 - (0.3)


Housing Authority Total 13.3 10.5 (2.8)

Community Development (formerly Planning & Community Development)Permanent Employees - 2.0 2.0 Temporary Staffing - - -

Housing & Economic DevelopmentPermanent Employees 2.0 - (2.0) Temporary Staffing - - -

PolicePermanent Employees 9.0 9.0 - Temporary Staffing 1.9 1.9 -

Public WorksPermanent Employees 9.0 4.0 (5.0) Temporary Staffing - - -

Fund SummaryPermanent Employees 20.0 15.0 (5.0) Temporary Staffing 1.9 1.9 -

Pier Total 21.9 16.9 (5.0)



Resource Recovery & Recycling Total 88.3 80.0 (8.3)

HOUSING AUTHORITY

PIER

RESOURCE RECOVERY & RECYCLING

62




2020-21Change


FinancePermanent Employees 13.0 10.0 (3.0) Temporary Staffing - - -

Fund SummaryPermanent Employees 13.0 10.0 (3.0) Temporary Staffing - - -

Risk Management Administration Total 13.0 10.0 (3.0)



Vehicle Management Total 29.3 21.0 (8.3)

Public WorksPermanent Employees 21.0 21.0 - Temporary Staffing - - -

Fund SummaryPermanent Employees 21.0 21.0 - Temporary Staffing - - -

Wastewater Total 21.0 21.0 -

Public WorksPermanent Employees 47.0 51.0 4.0 Temporary Staffing - - -

Fund SummaryPermanent Employees 47.0 51.0 4.0 Temporary Staffing - - -

Water Total 47.0 51.0 4.0 NON-GENERAL FUNDS SUMMARYPermanent Employees 742.0 677.3 (64.7) Temporary Staffing 20.9 1.9 (19.0)

NON-GENERAL FUNDS TOTAL 762.9 679.2 (83.7)

RISK MANAGEMENT ADMINISTRATION

VEHICLE MANAGEMENT

WASTEWATER

WATER

63

Department / Division / Title



City CouncilCouncil Office and Legislative Affairs Liaison 1.0 1.0

Division SummaryPermanent Employees 1.0 1.0 Temporary Staffing - -

City Council Total 1.0 1.0

Department SummaryPermanent Employees 1.0 1.0 Temporary Staffing - -

City Council Total 1.0 1.0

Administration aCity Manager 1.0 1.0 Assistant City Manager/Chief Operating Officer 1.0 - Deputy City Manager 1.0 1.0 Chief Communications Officer - 1.0 Sr Advisor to the City Manager on Homelessness (Limited-term) b 1.0 - Assistant to the City Manager 1.0 1.0 Chief Performance Officer 1.0 - Public Information Officer - 1.0 Special Assistant to the City Manager for Equity and Community Recovery - 1.0 Sr Marketing Manager - 1.0 Public Information Coordinator - 1.0 Executive Administrator to the City Manager 1.0 1.0 Production Coordinator - 1.0 Assistant Administrative Analyst 1.0 1.0 Administrative Staff Assistant - City Manager's Office 1.0 1.0 Administrative Assistant - City Manager's Office 1.0 1.0

Division SummaryPermanent Employees 10.0 13.0 Temporary Staffing 0.6 1.0

Administration Total 10.6 14.0 Office of Civic Wellbeing

Chief Civic Wellbeing Officer 1.0 - Project Manager - Wellbeing Project 1.0 - Community Engagement Coordinator 0.5 - Administrative Staff Assistant 1.0 -

Division SummaryPermanent Employees 3.5 - Temporary Staffing 0.5 -

Office of Civic Wellbeing Total 4.0 -

CITY COUNCIL

CITY MANAGER

Personnel by Department and Division

64





Office of CommunicationsChief Communications Officer 1.0 - Administrative Services Officer c 1.0 - Cable TV Manager 1.0 - Public Information Officer 1.0 - Sr Marketing Manager 1.0 - Public Information Coordinator 1.0 - Communications and Marketing Coordinator d 1.0 - Production Coordinator 3.0 - Assistant Administrative Analyst 1.0 - Graphic Designer 1.0 - Staff Assistant III 1.0 -


Office of Communications Total 16.5 - Office of Emergency Management

Chief Resilience Officer 1.0 1.0 Public Safety Dispatch Administrator 1.0 1.0 Emergency Services Administrator 1.0 1.0 Public Safety Dispatch Supervisor 5.0 5.0 Public Safety Dispatcher 24.0 23.0 Administrative Staff Assistant 1.0 1.0 Staff Assistant III 1.0 1.0

Division SummaryPermanent Employees 34.0 33.0 Temporary Staffing 1.0 -

Office of Emergency Management Total 35.0 33.0

Department SummaryPermanent Employees 60.5 46.0 Temporary Staffing 5.6 1.0

City Manager Total 66.1 47.0 a. Department consolidated into one division

d. Position transferred to Information Services

b. Limited-term position ended June 30, 2020c. Position transferred to Community Development

65





City AttorneyCity Attorney 1.0 1.0 Special Counsel / Chief of Staff 1.0 1.0 Chief Deputy City Attorney 4.0 3.0 Deputy City Attorney III 20.0 19.0 Office Administrator 1.0 1.0 Deputy City Attorney II a 2.0 2.0 Executive Assistant to the City Attorney 1.0 - Senior Legal Enforcement Analyst 1.0 - Consumer Affairs Specialist 1.0 1.0 Investigator - Criminal Division 1.0 1.0 Investigator - Consumer Protection 1.0 1.0 Administrative Analyst - CAO a 1.0 1.0 Community Liaison 1.0 1.0 Legal Assistant 3.0 2.0 Paralegal 1.0 1.0 Legal Secretary 3.0 3.0 Legal Operations Coordinator 1.0 1.0 Community Justice Legal Fellow 1.0 - Receptionist 1.0 1.0 Staff Assistant - CAO 2.0 2.0


City Attorney Total 48.9 42.5


City Attorney Total 48.9 42.5

AdministrationDirector of Records and Election Services (City Clerk) 1.0 1.0 Assistant Director of Records and Election Services (Assistant City Clerk) 1.0 1.0 Administrative Analyst 1.0 1.0 Records Management Coordinator 1.0 1.0 Deputy City Clerk 1.0 1.0 Staff Assistant III 3.5 3.0


Administration Total 8.5 8.0

CITY ATTORNEY

RECORDS & ELECTION SERVICES a. Position restored after budget adoption

66





Support ServicesSupport Services Supervisor 1.0 1.0 Support Services Lead 1.0 - Reprographics Specialist II 2.0 1.0 Mail Courier 1.0 2.0


Support Services Total 5.0 4.0


Records & Election Services Total 13.5 12.0

Transit Finance & Administrative ServicesDirector of Transit Services 1.0 1.0 Assistant Director of Transit Services 1.0 1.0 Transit Finance and Grants Manager 1.0 1.0 Administrative Services Officer 1.0 1.0 Principal Administrative Analyst 1.0 1.0 Transit Government Relations Officer a 1.0 - Customer Experience and Innovation Administrator a - 1.0 Senior Administrative Analyst 2.0 1.0 Senior Administrative Analyst - Transit Grants 1.0 1.0 Customer Service Supervisor 1.0 - Warehouse Supervisor a 1.0 - Lead Customer Services Assistant 1.0 - Accountant I 1.0 1.0 Executive Administrative Assistant 1.0 1.0 Fiscal Staff Assistant III 1.0 1.0 Storekeeper II a 2.0 - Fiscal Staff Assistant II 1.0 - Staff Assistant III 1.0 - Customer Services Assistant a 4.8 - Storekeeper a 3.0 -


Transit Finance & Administrative Services Total 28.3 11.0

BIG BLUE BUS

67





Transit Community Engagement & Customer ExperienceCommunity Engagement and Customer Experience Manager 1.0 1.0 Customer Experience and Innovation Administrator a 1.0 - Transit Government Relations Officer a - 1.0 Community Engagement Administrator 1.0 1.0 Transit Marketing Coordinator 1.0 - Graphic Designer 1.0 1.0 Customer Services Assistant a - 4.8


Transit Community Engagement & Customer Experience Total 6.9 8.8 Transit Maintenance

Transit Maintenance Manager 1.0 1.0 Transit Facilities Maintenance Officer 1.0 - Transit Maintenance Quality Assurance Coordinator 1.0 1.0 Transit Mechanic Supervisor 6.0 5.0 Administrative Analyst 1.0 1.0 LCNG Technician 1.0 1.0 Warehouse Supervisor a - 1.0 Electronic Communications/Farebox Technician 1.0 - Transit Mechanic I/II 47.0 46.0 Administrative Staff Assistant 1.0 1.0 Storekeeper II a - 2.0 Senior Transit Maintenance Worker 2.0 2.0 Storekeeper a - 2.0 Transit Maintenance Worker 2.0 2.0 Motor Coach Cleaner 19.0 17.0 Custodian I 1.0 -


Transit Maintenance Total 86.4 82.0 Transit Operations

Transit Operations Manager 1.0 1.0 Senior Transit Operations Analyst 1.0 1.0 Motor Coach Operator Supervisor 19.0 19.0 Administrative Staff Assistant 1.0 1.0 Staff Assistant III 2.0 1.0 Motor Coach Operator 287.4 271.5


Transit Operations Total 311.9 294.5

68





Transit Planning & Performance Transit Planning and Performance Manager 1.0 1.0 Strategic Transit Planner 1.0 1.0 Transit Planner 1.0 1.0 Transit Scheduler 1.0 - Assistant Administrative Analyst 1.0 1.0 Policy and Performance Analyst 1.0 -


Transit Planning & Performance Total 6.5 4.0 Transit Safety & Training

Transit Safety and Training Manager 1.0 1.0 Transit Safety and Security Officer 1.0 1.0 Transit Maintenance Safety Training Coordinator 1.0 1.0 Lead Transit Training Coordinator 1.0 1.0 Transit Safety and Security Coordinator 1.0 - Transit Training Coordinator 3.0 2.0 Staff Assistant II 2.0 2.0


Transit Safety & Training Total 10.0 8.0

Department SummaryPermanent Employees 443.2 408.3 Temporary Staffing 6.8 -

Big Blue Bus Total 450.0 408.3 a. Position moved administratively

69





AdministrationDirector of Planning and Community Development 1.0 - Director of Community Development b - 1.0 Assistant Director - Chief Mobility Officer 1.0 - Assistant Director of Community Development/Chief Mobility Officer b - 1.0 Assistant Director - Planning & Community Development 1.0 - City Urban Designer 1.0 - Administrative Services Officer c - 1.0 Principal Administrative Analyst d - 1.0 Principal Planning and Community Development Analyst 1.0 - Executive Administrative Assistant 1.0 1.0


Administration Total 6.0 5.0 Building & Safety

Building and Safety Manager 1.0 1.0 Building Officer 1.0 1.0 Plan Check Supervisor 1.0 1.0 Building Projects Engineer 1.0 - Permit Services Administrator 1.0 1.0 Principal Plan Check Engineer 1.0 2.0 Senior Plan Check Engineer 4.0 2.0 Inspection Supervisor 1.0 1.0 Neighborhood Preservation Coordinator 1.0 - Senior Administrative Analyst 1.0 - Lead Combination Building Inspector 2.0 1.0 Plans Examiner I/II/III - Mechanical/Plumbing 1.0 1.0 Assistant Plan Check Engineer 1.0 1.0 Administrative Analyst - 1.0 Combination Building Inspector I/II/III 9.0 7.0 Lead Building and Safety Permit Specialist 1.0 1.0 Administrative Staff Assistant 1.0 - Building and Safety Permit Specialist I/II 6.0 4.0 Revenue Operations Assistant II 1.0 1.0 Staff Assistant III - 1.0 Staff Assistant II 1.0 -


Building & Safety Total 36.0 27.0

COMMUNITY DEVELOPMENT (formerly Planning & Community Development) a

70





City PlanningPlanning Manager 1.0 1.0 Principal Urban Designer 1.0 - Design and Historic Preservation Planner - 1.0 Principal Planner 3.0 2.0 Historic Preservation Officer 1.0 - Environmental Planner 1.0 1.0 Senior Planner 4.0 3.0 Associate Planner 8.0 7.0 Assistant Planner 1.0 1.0 Administrative Analyst 1.0 - Staff Assistant III 3.0 1.0 City Planning Staff Assistant 1.0 - Staff Assistant II - 1.0


City Planning Total 25.0 18.0 Code Enforcement

Code Enforcement Manager 1.0 1.0 Senior Administrative Analyst 1.0 1.0 Code Enforcement Supervisor 2.0 2.0 Lead Code Enforcement Officer e 1.0 1.0 Code Enforcement Officer I/II (1.0 FTE Limited-term) e f 12.0 8.0 Administrative Staff Assistant 1.0 1.0 Code Enforcement Specialist 2.0 1.0 Staff Assistant II 1.0 -


Code Enforcement Total 21.0 15.0 Economic Development a

Economic Development Manager - 1.0 Farmers' Market Manager - 1.0 Senior Development Analyst - 3.0 Real Estate Project Manager - 1.0 Farmers' Market Coordinator II - 1.0 Farmers' Market Coordinator I - 1.0 Farmers' Market Assistant - 1.0 Farmers' Market Attendant - 1.2

Division SummaryPermanent Employees - 10.2 Temporary Staffing - 0.8

Economic Development Total - 11.0

71





Mobility gMobility Manager 1.0 - Principal Traffic Engineer - 1.0 Principal Transportation Planner 2.0 1.0 Transportation Demand Program Manager 1.0 - Transportation Engineer - 1.0 Senior Planner 1.0 - Senior Transportation Planner 2.0 3.0 Sr Transportation Planner - Bicycle Program 1.0 1.0 Transportation Management Coordinator 1.0 1.0 Senior Administrative Analyst 1.0 - Associate Planner 1.0 - Transportation Planning Associate 2.0 4.0 Transportation Planning Assistant 1.0 2.0 Traffic Operations Supervisor - 1.0 Administrative Analyst 1.0 - Transportation Management Specialist 2.5 2.5 Lead Traffic Signal Technician - 1.0 Traffic Painter Crew Leader - 1.0 Traffic Signal Technician - 2.0 Parking Meter Crew Leader - 1.0 Parking Meter Technician - 2.0 Mobility Assistant 1.0 - Staff Assistant III 1.0 1.0


Mobility Total 20.5 25.5 Parking Operations

Parking Manager 1.0 1.0 Principal Administrative Analyst 1.0 1.0 Administrative Analyst 1.0 - Parking Operations Specialist 1.0 1.0 Customer Service Supervisor e 1.0 1.0 Fiscal Staff Assistant III 1.0 - Parking Permits Assistant e 3.0 1.0


Parking Operations Total 9.0 5.0

72





Pier Administration aPier Administrator - 1.0 Staff Assistant III - 1.0

Division SummaryPermanent Employees - 2.0 Temporary Staffing - -

Pier Administration Total - 2.0 Traffic Management g

City Traffic Engineer 1.0 -Principal Traffic Engineer 1.0 -Transportation Engineer 1.0 -Traffic Signal Supervisor 1.0 -Lead Traffic Signal Technician 1.0 -Traffic Painter Crew Leader 1.0 -Traffic Signal Technician 2.0 -Transportation Planning Technician 1.0 -Parking Meter Crew Leader 1.0 -Parking Meter Technician 2.0 -Traffic Painter 5.0 -Staff Assistant III 1.0 -Trades Intern 1.0 -

Division SummaryPermanent Employees 19.0 - Temporary Staffing - -

Traffic Management Total 19.0 -


Community Development Total 136.5 108.5 a. Economic Development and Pier Administration transfer from dissolved Housing & Economic Development

c. Position transfer from City Manager

e. Postion restored after budget adoptiond. Position transfer from dissolved Housing & Economic Development

f. Limited-term position ending June 30, 2020

b. Pending Personnel Board approval

g. Traffic Management consolidated into Mobility

73





Administration (formerly Administration & Planning Services)Director of Community and Cultural Services 1.0 - Director of Community Services b - 1.0 Assistant Director of Community and Cultural Services 1.0 - Assistant Director of Community Services b - 1.0 Principal Administrative Analyst 1.0 1.0 Communications and Marketing Coordinator 1.0 1.0 Senior Park Planner 1.0 - Assistant Park Planner (Limited-term) c 1.0 - Executive Administrative Assistant 1.0 1.0 Volunteer Program Coordinator 0.5 -


Administration Total 7.5 5.0 Beach Administration

Beach Manager 0.5 - Division SummaryPermanent Employees 0.5 - Temporary Staffing - -

Beach Administration Total 0.5 - Beach House Operations

Beach House Venue Manager 1.0 1.0 Senior Administrative Analyst 1.0 1.0 Sales and Marketing Coordinator 1.0 1.0 Beach Recreation Supervisor 1.0 1.0 Event Coordinator 1.5 0.5 Aquatics Program Coordinator 0.8 - Guest Services Coordinator 1.0 1.0 Venue Services Assistant 2.0 1.0


Beach House Operations Total 14.8 6.5 Community Recreation

Community Recreation Manager 1.0 1.0 Aquatics Program Manager 1.0 1.0 Community Recreation Administrator 1.0 1.0 Community Recreation Systems Coordinator 1.0 - Senior Administrative Analyst 1.0 - Policy and Performance Analyst 1.0 - Aquatic Site Supervisor 4.0 3.0 Community Services Program Supervisor 2.0 -

COMMUNITY SERVICES (formerly Community & Cultural Services) a

74





Community Services Program Supervisor - Community Sports Programs 1.0 - Administrative Staff Assistant 1.0 1.0 Principal Community Services Supervisor 2.0 2.0 Aquatics Program Coordinator - 0.8 Community Services Program Coordinator 2.0 2.0 Marketing/Communications Assistant 1.0 - Staff Assistant III 3.0 2.0 Chief Pool Lifeguard 2.4 2.4 Community Garden Program Specialist d 1.0 - Community Services Program Specialist 3.4 2.6 Senior Pool Lifeguard 2.4 2.4 Guest Services Assistant 2.2 2.2


Community Recreation Total 60.9 28.5 Cultural Affairs

Cultural Affairs Manager 1.0 1.0 Cultural Affairs Administrator e 1.0 1.0 Senior Administrative Analyst 1.0 1.0 Cultural Affairs Venue Supervisor 1.0 - Cultural Affairs Supervisor e 3.0 2.7 Event Attendant III 1.0 - Cultural Affairs Coordinator 0.5 - Staff Assistant III 1.0 -


Cultural Affairs Total 9.5 5.7 Housing and Human Services (formerly Human Services) a

Human Services Manager 1.0 - Housing and Human Services Manager b - 1.0 Housing Program Manager - 1.0 Data Science Administrator 1.0 - Human Services Administrator 1.0 1.0 Human Services Administrator - Fiscal 1.0 1.0 Human Services Administrator - Youth and Families 1.0 1.0 Senior Development Analyst - 1.0 Senior Administrative Analyst 1.0 2.0 Senior Administrative Analyst - Child and Family Resources 2.0 2.0 Senior Administrative Analyst - Human Services/Fiscal 1.0 - Senior Human Services Analyst 3.0 2.0 Principal Community Services Supervisor - Youth and Family Services 1.0 1.0 Administrative Analyst 1.0 -

75





Administrative Analyst - Homeless Services 1.0 - Administrative Analyst - Youth and Family Services 1.0 1.0 Housing Specialist (Limited-term) f - 1.0 Community Services Program Supervisor - Youth and Family Programs 4.0 4.0 Administrative Staff Assistant 2.0 2.0 Principal Community Services Supervisor 2.0 2.0 Community Services Program Coordinator 12.8 7.0 Marketing/Communications Assistant 1.0 - Staff Assistant III 5.0 4.0 Community Services Program Specialist 12.5 4.1 Staff Assistant II (Limited-term) f - 1.0


Housing and Human Services Total 72.3 49.8 Housing Services a

Senior Administrative Analyst - Financial Analyst - 1.0 Senior Administrative Analyst - Housing Authority - 1.0 Administrative Analyst - 1.0 Data Analyst - 1.0 Housing Specialist - 5.0 Housing Inspector - 0.5 Staff Assistant II - 1.0

Division SummaryPermanent Employees - 10.5 Temporary Staffing - -

Housing Services Total - 10.5


Community Services Total 165.5 105.9

e. Cultural Affairs Administrator position restored and a Cultural Affairs Supervisor position deleted after budget adoption

a. Housing and Housing Services Divisions transfer from dissolved Housing & Economic Development

c. Limited-term position ended June 30, 2020d. Position transfer to Public Works

b. Pending Personnel Board approval

f. Limited-term position ends June 30, 2021

76





AdministrationDirector of Finance/City Treasurer 1.0 1.0 Principal Administrative Analyst 1.0 - Executive Administrative Assistant 1.0 1.0


Administration Total 3.0 2.0 Budget

Budget Manager 1.0 1.0 Principal Budget Analyst 1.0 1.0 Senior Budget Analyst a 3.0 2.0


Budget Total 5.0 4.0 Financial Operations

Financial Operations Manager 1.0 1.0 Financial Reporting Administrator 1.0 1.0 Financial Systems & Payroll Administrator 1.0 1.0 Accounts Payable Supervisor 1.0 1.0 Supervising Accountant 1.0 1.0 Senior Accountant 1.0 - Senior Grants Analyst 1.0 1.0 Payroll Analyst 3.0 3.0 Accountant II 3.0 3.0 Accountant I 2.0 2.0 Payroll Specialist 2.0 2.0 Fiscal Staff Assistant III 1.0 - Fiscal Staff Assistant II 3.0 3.0


Financial Operations Total 21.0 19.0

FINANCE

77





ProcurementProcurement Manager 1.0 1.0 Senior Procurement Analyst 1.0 1.0 Senior Buyer 2.0 2.0 Contracts Coordinator 1.0 1.0 Buyer 1.0 - Staff Assistant III 1.0 1.0


Procurement Total 7.0 6.0 Revenue

Assistant City Treasurer 1.0 1.0 Billing and Collections Administrator 1.0 - Business License Administrator 1.0 1.0 Treasury Administrator 1.0 1.0 Senior Treasury Analyst 1.0 1.0 Senior Administrative Analyst 1.0 1.0 Administrative Analyst 1.0 1.0 Billing Supervisor 1.0 1.0 Treasury Operations Supervisor 1.0 1.0 Revenue Collections Supervisor 1.0 1.0 Administrative Staff Assistant 1.0 1.0 Billing Specialist 3.0 3.0 Fiscal Staff Assistant III 1.0 1.0 Revenue Operations Specialist 6.0 4.0 Senior Revenue Collections Assistant 1.0 - Staff Assistant II 1.0 - Revenue Collections Assistant 5.3 2.3


Revenue Total 28.8 20.3

78





Risk ManagementRisk Manager 1.0 1.0 Workers' Compensation Administrator 1.0 - Safety Officer 1.0 1.0 Senior Risk Management Analyst 1.0 - Liability Claims Adjuster 1.0 1.0 Workers' Compensation Claims Examiner 3.0 2.0 Risk Management Analyst 2.0 2.0 Risk Management Technician 2.0 2.0 Staff Assistant III 1.0 1.0


Risk Management Total 13.0 10.0


Finance Total 77.8 61.3

AdministrationFire Chief 1.0 1.0 Deputy Fire Chief 2.0 2.0 Fire Captain - Prevention 1.0 1.0 Fire Captain - Prevention (Paramedic Coordinator) 1.0 1.0 Fire Captain - Prevention (Vehicle Maintenance Coordinator) 1.0 1.0 Principal Administrative Analyst - Fire 1.0 1.0 EMS Coordinator 1.0 1.0 Administrative Analyst - Fire 1.0 1.0 Fire Safety Coordinator 1.0 1.0 Fire Facilities and Maintenance Coordinator 1.0 1.0 Executive Administrative Assistant - Fire 1.0 1.0 Fiscal Staff Assistant II - Fire 1.0 1.0 Fire Equipment Specialist 1.0 1.0


Administration Total 14.0 14.0 Fire Prevention

Fire Marshal 1.0 1.0 Assistant Fire Marshal - Hazardous Materials 1.0 1.0 Assistant Fire Marshal 1.0 1.0 Senior Fire Inspector 2.0 2.0

a. Position eliminated after budget adoption

FIRE

79





Fire Inspector 2.0 2.0 CUPA/Environmental Coordinator 1.0 1.0 Environmental and Safety Inspection Specialist 1.0 1.0 Fire Code Enforcement Officer I/II 4.0 4.0 Administrative Staff Assistant - Fire 1.0 1.0


Fire Prevention Total 14.0 14.0 Fire Suppression & Rescue

Battalion Chief 3.0 3.0 Fire Captain - Suppression 21.0 21.0 Fire Engineer - Suppression 24.0 24.0 Firefighter Paramedic 24.0 24.0 Firefighter 33.0 33.0


Fire Suppression & Rescue Total 105.0 105.0 Training

Battalion Chief 1.0 1.0 Fire Captain - Prevention (Training) 1.0 1.0 Staff Assistant III - Fire 1.0 1.0


Training Total 3.0 3.0


Fire Total 136.0 136.0

AdministrationDirector of Housing and Economic Development 1.0 - Principal Administrative Analyst 1.0 - Executive Administrative Assistant 1.0 -


Administration Total 3.0 -

HOUSING & ECONOMIC DEVELOPMENT a

80





Economic DevelopmentEconomic Development Manager 1.0 - Economic Development Administrator 1.0 - Farmers' Market Manager 1.0 - Senior Development Analyst 3.0 - Farmers' Market Coordinator II 1.0 - Farmers' Market Coordinator I 1.0 - Farmers' Market Assistant 1.0 - Staff Assistant III 1.0 - Farmers' Market Attendant 1.2 -


Economic Development Total 12.0 - Housing

Housing Manager 1.0 - Housing Program Manager 1.0 - Senior Development Analyst 3.0 - Senior Administrative Analyst 1.0 - Housing Specialist (Limited-term) b 1.0 - Policy and Performance Analyst 1.0 - Staff Assistant III 1.0 -


Housing Total 9.5 - Housing Services

Housing Authority Administrator 1.0 - Senior Administrative Analyst - Financial Analyst 1.0 - Senior Administrative Analyst - Housing Authority 1.0 - Administrative Analyst 1.0 - Data Analyst 1.0 - Housing Specialist 5.0 - Housing Inspector 1.0 - Staff Assistant III 1.0 - Staff Assistant II 1.0 -


Housing Services Total 13.3 -

81





Office of Pier ManagementPier Administrator 1.0 - Staff Assistant III 1.0 -


Office of Pier Management Total 2.0 - Department SummaryPermanent Employees 38.2 - Temporary Staffing 1.6 -

Housing & Economic Development Total 39.8 -

Administrative ServicesDirector of Human Resources/Chief People Officer 1.0 1.0 Deputy Director - Special Projects 1.0 1.0 Human Resources Information Systems Analyst 1.0 1.0 Senior Human Resources Analyst 1.0 1.0 Human Resources Analyst 1.0 1.0 Executive Administrative Assistant - Human Resources 1.0 1.0 Human Resources Fiscal Technician 1.0 1.0 Staff Assistant III 1.0 1.0


Administrative Services Total 8.2 8.0 Employment & Classification

Human Resources Manager 1.0 1.0 Senior Human Resources Analyst 1.0 - Human Resources Analyst 4.0 4.0 Human Resources Technician 2.0 2.0


Employment & Classification Total 8.0 7.0

HUMAN RESOURCES b. Limited-term position ends June 30, 2021a. Department dissolved and split between new Community Development and Community Services Departments

82





Labor & Employee RelationsHuman Resources Manager 1.0 1.0 Senior Human Resources Analyst 2.0 2.0 Human Resources Analyst 2.0 2.0


Labor & Employee Relations Total 5.0 5.0 Organizational Development & Employee Benefits

Organizational Development and Training Administrator 1.0 - Senior Human Resources Analyst 1.0 - Management Fellow (Limited-term) a 1.0 - Organizational Development and Training Coordinator 1.0 - Employee Benefits Specialist 2.0 2.0 Staff Assistant III 1.0 -


Organizational Development & Employee Benefits Total 7.0 2.0


Human Resources Total 28.2 22.0

Strategy & OperationsChief Information Officer 1.0 1.0 Information Security Officer 1.0 1.0 Administrative Services Officer 1.0 1.0 Project Portfolio Coordinator 2.0 - Information Security Analyst 1.0 1.0 Project Portfolio Manager 1.0 1.0 Technology Training Coordinator 1.0 1.0 Executive Administrative Assistant 1.0 1.0 Administrative Staff Assistant 1.0 -


Strategy & Operations Total 10.0 7.0

a. Limited-term position ended June 30, 2020

INFORMATION SERVICES

83





Community BroadbandCommunity Broadband Manager 1.0 1.0 Broadband Services Engineer 1.0 1.0 Network Construction Assistant 1.0 1.0 Administrative Staff Assistant - 1.0


Community Broadband Total 3.0 4.0 Customer Experience & Support

Customer Experience and Support Manager 1.0 1.0 Client Services Supervisor 1.0 1.0 Principal Business Process Technology Analyst 3.0 3.0 Lead Systems Analyst - Permitting Systems 1.0 - Business Process Technology Analyst (1.0 FTE Limited-term) a 5.0 4.0 SCADA Systems Analyst 1.0 1.0 Technical Services Analyst 1.0 3.0 Software Systems Analyst 3.0 1.0 Communications Systems Technician 1.0 1.0 Computer Support Specialist 2.0 1.0 Computer Support Technician II 4.0 3.0


Customer Experience & Support Total 23.0 19.0 Digital Transformation & Development

Digital Transformation and Development Manager 1.0 - Enterprise Architect and Digital Development Manager - 1.0 Data Officer 1.0 - GIS Analyst 2.0 1.0 Software Developer 3.0 3.0 Communications and Marketing Coordinator b - 1.0


Digital Transformation & Development Total 7.0 6.0

84





Infrastructure & Cloud ServicesInfrastructure & Cloud Services Manager 1.0 1.0 Infrastructure & Cloud Services Administrator 1.0 - Principal Network Engineer 1.0 1.0 Communications Engineer 1.0 1.0 Network Engineer 2.0 2.0 Systems Engineer 4.0 3.0 Business Process Technology Analyst 1.0 1.0


Infrastructure & Cloud Services Total 11.0 9.0


Information Services Total 54.0 45.0

Administration & FacilitiesDirector of Library Services/City Librarian 1.0 1.0 Assistant City Librarian a 1.0 1.0 Senior Administrative Analyst - Library Administrative Services 1.0 1.0 Senior Administrative Analyst - Library Fiscal Services Coordinator 1.0 1.0 Executive Administrative Assistant 1.0 1.0 Library Services Officer Supervisor 1.0 1.0 Staff Assistant III 1.0 1.0 Library Services Officer (2.0 Limited-term) b 6.0 6.0


Administration & Facilities Total 16.9 13.0 Information Management

Principal Librarian - Information Management 1.0 1.0 Librarian III - Information Management 1.0 1.0 Librarian II 1.0 1.0

a. Limited-term position ends December 31, 2020

LIBRARYb. Position transfer from City Manager

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Librarian I c 2.0 1.0 Library Assistant III c 2.0 1.0 Library Assistant II c 4.5 3.5


Information Management Total 16.3 8.5 Public & Branch Services

Principal Librarian - Public & Branch Services 1.0 1.0 Librarian III 1.0 - Librarian III - Branch Services 4.0 2.0 Librarian III - Youth Services 1.0 1.0 Librarian II c 4.0 2.0 Librarian I c 10.0 4.0 Library Assistant II c 9.0 3.5


Public & Branch Services Total 41.4 13.5 Reference Services

Principal Librarian - Reference Services 1.0 1.0 Librarian III - Reference Services a 1.0 - Librarian II c 2.0 1.0 Circulation Supervisor 1.0 1.0 Librarian I c 5.0 3.0 Library Assistant III c 1.0 1.0 Library Assistant II c 8.0 5.0


Reference Services Total 37.5 12.0


Library Total 112.0 47.0

c. Position moved administrativelyb. Limited-term position ends June 30, 2021a. Assistant City Librarian restored and Librarian III - Reference Services deleted after budget adoption

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Office of Chief of PolicePolice Chief 1.0 1.0 Deputy Police Chief 1.0 1.0 Police Lieutenant 2.0 2.0 Police Sergeant a 4.0 5.0 Senior Administrative Analyst 1.0 1.0 Police Officer a 5.0 9.0 Executive Administrative Assistant 1.0 1.0 Lead Crime Prevention Coordinator 1.0 - Police Personnel Services Technician 3.0 3.0 Crime Prevention Coordinator 3.0 3.0 Staff Assistant III a 2.0 3.0


Office of Chief of Police Total 24.0 29.0 Criminal Investigations

Police Captain 1.0 1.0 Police Lieutenant 2.0 2.0 Police Sergeant 5.0 5.0 Public Services Administrator - Forensics 1.0 1.0 Police Records Administrator 1.0 1.0 Forensic Supervisor 1.0 1.0 Police Officer 39.0 39.0 Lead Forensic Specialist 1.0 1.0 Investigative Intelligence Analyst 1.0 1.0 Forensic Specialist 6.0 6.0 Youth and Family Services Support Coordinator 1.0 1.0 Police Records Supervisor 3.0 3.0 Property/Evidence Supervisor 1.0 1.0 Forensic Technician 1.0 1.0 Lead Police Records Technician 3.0 1.0 Police Property Evidence Clerk 3.0 3.0 Police Records Technician 12.0 11.0 Staff Assistant III 1.0 1.0 Court Services Coordinator 1.0 1.0 Staff Assistant II 1.0 -


Criminal Investigations Total 87.6 81.0

POLICE

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Field ServicesPolice Captain 1.0 1.0 Police Lieutenant 1.0 1.0 Police Sergeant 3.0 3.0 Public Services Administrator - Jail 1.0 1.0 Public Services Administrator 1.0 1.0 Senior Administrative Analyst 1.0 1.0 Animal Control Supervisor 1.0 1.0 Custody Officer Supervisor 1.0 1.0 Police Officer 1.0 1.0 Assistant Administrative Analyst 1.0 1.0 Lead Custody Officer 2.0 2.0 Custody Officer 11.0 11.0 Lead Animal Control Officer 1.0 1.0 Animal Control Officer 6.0 5.0 Animal Care Attendant 2.0 - Staff Assistant II 1.0 1.0 Jail Services Attendant 2.0 2.0


Field Services Total 43.0 36.3 Harbor Unit

Pier & Harbor Services Supervisor 1.0 1.0 Lead Pier & Harbor Services Officer 1.0 1.0 Pier and Harbor Services Officer 7.0 7.0


Harbor Unit Total 10.9 10.9 Patrol Operations

Police Captain 1.0 1.0 Police Lieutenant 4.0 4.0 Police Sergeant a 18.0 17.0 Police Officer (2.0 Limited-term) a b 105.0 100.0 Crime Analyst II 1.0 1.0 Public Services Officer Supervisor 1.0 1.0 Lead Community Services Officer 1.0 1.0 Community Services Officer 8.0 8.0

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Lead Public Services Officer 1.0 1.0 Staff Assistant III a 3.0 1.0 Public Services Officer 7.0 5.0


Patrol Operations Total 150.0 140.0 Special Operations

Police Captain 1.0 1.0 Police Lieutenant 4.0 4.0 Police Sergeant 3.0 3.0 Public Services Administrator 1.0 1.0 Police Officer 27.0 27.0 Crime Analyst II 1.0 1.0 Traffic Services Supervisor 3.0 3.0 Public Services Officer Supervisor 1.0 1.0 Lead Traffic Services Officer 3.0 3.0 Custody Officer 3.0 3.0 Crossing Guard Supervisor 1.0 1.0 Lead Public Services Officer 2.0 2.0 Parking Citation Review Officer 1.0 - Traffic Services Officer 30.0 30.0 Staff Assistant III 1.0 1.0 Public Services Officer 22.0 20.0 Lead Crossing Guard 1.0 -


Special Operations Total 127.8 107.5


Police Total 443.3 404.7

Administrative ServicesDirector of Public Works 1.0 1.0 Assistant Director of Public Works 1.0 1.0 Chief Operations Officer 1.0 1.0 Chief Operations Officer - Airport Director - 1.0 Administrative Services Officer 1.0 1.0 Principal Administrative Analyst 2.0 2.0

a. Position moved administratively

PUBLIC WORKSb. Limited-term position ends June 30, 2021

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Senior Administrative Analyst 2.0 - Executive Administrative Assistant 1.0 1.0 Trades Intern - 4.0


Administrative Services Total 9.0 12.0 Airport

Chief Operations Officer - Airport Director 1.0 - Airport Operations Administrator 1.0 1.0 Senior Administrative Analyst 1.0 1.0 Airport Operations Analyst 1.0 1.0 Property Management Specialist 2.0 - Airport Operations Specialist 1.0 1.0 Airport Staff Assistant 1.0 1.0 Staff Assistant III 1.0 1.0 Staff Assistant II 1.0 1.0


Airport Total 10.9 7.0 Airport Maintenance

Building Systems Technician 1.0 1.0 Airport Maintenance Crew Leader 1.0 1.0 Airport Maintenance Worker 3.0 3.0 Maintenance Assistance - 2.0


Airport Maintenance Total 5.0 7.0 Architecture Services

Capital Program Manager 1.0 1.0 Senior Construction Manager 1.0 1.0 Senior Design Manager 3.0 3.0 Architect 1.0 - CIP Project Manager (1.0 FTE Limited-term) a 2.0 2.0 Project Manager 1.0 - Architectural Associate 2.0 2.0 Senior Administrative Analyst - 1.0

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Senior Administrative Analyst - Architecture 1.0 - Public Works Construction Specialist 2.0 1.0 Senior Drafting Technician 1.0 - Project Support Assistant 3.0 1.0


Architecture Services Total 18.0 12.0 Beach House Maintenance

Aquatics Maintenance Worker 2.0 2.0 Custodian II 2.0 2.0 Custodian I 8.0 6.0


Beach House Maintenance Total 12.0 10.0 Beach Maintenance

Beach Maintenance Supervisor 2.0 2.0 Maintenance Crew Leader 2.0 2.0 Equipment Operator II 5.0 5.0 Equipment Operator I 1.0 1.0 Maintenance Worker 4.0 4.0 Custodian II 2.0 - Custodian I - 5.0 Maintenance Assistant 9.0 -


Beach Maintenance Total 26.0 19.0 Cemetery

Cemetery Administrator 1.0 1.0 Administrative Analyst - Cemetery 1.0 1.0 Funeral Services Technician 1.0 1.0 Equipment Operator II 1.0 1.0 Staff Assistant III - 1.0 Cemetery Services Representative 1.0 - Equipment Operator I 2.0 2.0


Cemetery Total 7.0 7.0

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Civil EngineeringCity Engineer 1.0 1.0 Street Services Superintendent 1.0 1.0 Principal Civil Engineer 3.0 2.0 Supervising Civil Engineer 1.0 2.0 CIP Project Manager 1.0 1.0 Engineering Support Services Supervisor 1.0 1.0 Civil Engineering Associate 4.0 2.0 Senior Administrative Analyst 2.0 1.0 Public Works Construction Specialist 1.0 - Civil Engineer 4.0 4.0 Civil Engineering Assistant 1.0 1.0 Street Services Supervisor 2.0 1.0 Senior Public Works Inspector 3.0 3.0 Electrical Crew Leader 1.0 1.0 Street Services Crew Leader 2.0 2.0 Electrician II 2.0 1.0 Public Works Inspector 2.0 1.0 Engineering Technician 1.0 1.0 Project Support Assistant 3.0 2.0 Permit Specialist 1.0 - Concrete Finisher 3.0 2.0 Street Services Worker II 3.0 3.0 Street Services Worker I 7.0 5.0 Staff Assistant II 1.0 - Trades Intern 2.0 -


Civil Engineering Total 53.4 38.0 Facilities Maintenance

Custodial Services Administrator 1.0 1.0 Facilities Services Administrator 1.0 1.0 Facilities Maintenance Contracts Administrator 1.0 - Senior Administrative Analyst 1.0 1.0 Facilities Supervisor 2.0 2.0 Administrative Analyst 1.0 - HVAC Crew Leader 1.0 1.0 Promenade Maintenance Supervisor 1.0 1.0 Electrical Crew Leader 1.0 1.0 HVAC Technician 2.0 1.0 Custodial Supervisor 4.0 2.0

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Plumber Crew Leader 1.0 1.0 Carpenter Crew Leader 1.0 1.0 Building Systems Technician 3.0 2.0 Electrician II 4.0 3.0 Painter Crew Leader 1.0 - HVAC Assistant 2.0 2.0 Plumber 3.0 2.0 Maintenance Crew Leader 2.0 2.0 Carpenter 3.0 1.0 Painter 2.0 - Staff Assistant III 2.0 2.0 Graffiti Removal Technician 4.0 2.0 Equipment Operator I 8.0 8.0 Maintenance Worker 12.0 12.0 Custodian II 8.0 8.0 Custodian I 31.0 31.0 Maintenance Assistant 1.0 - Trades Intern 5.0 -


Facilities Maintenance Total 115.1 88.0 Fleet Management

Fleet Maintenance Superintendent 1.0 1.0 Fleet Maintenance Supervisor 2.0 2.0 Administrative Analyst 1.0 1.0 Senior Mechanic 2.0 1.0 Mechanic I/II 17.0 13.0 Welder Fabricator 1.0 1.0 Fleet Services Writer 1.0 1.0 Fleet Storekeeper 2.0 - Staff Assistant III 1.0 1.0 Trades Intern 1.0 -


Fleet Management Total 29.3 21.0 Office of Sustainability & the Environment

Chief Sustainability Officer 1.0 1.0 Equity and Communications Coordinator - 1.0 Senior Administrative Analyst 1.0 - Senior Sustainability Analyst 4.0 2.0

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Sustainable Building Advisor 1.0 - Sustainable Procurement Advisor 1.0 - Sustainable Outreach Coordinator 1.0 - Sustainability Analyst 3.0 4.0 Sustainability Analyst (Limited-term) b c 2.0 - Water Resources Specialist (Limited-term) c 1.0 - Administrative Staff Assistant - Environmental Programs 1.0 - Project Support Assistant (1.0 FTE Limited-term) b 2.0 - Community Garden Program Specialist d - 1.0 Recycling Assistant 1.0 -


Office of Sustainability & the Environment Total 19.0 9.0 Pier Maintenance

Pier Maintenance Crew Leader 1.0 - Carpenter 1.0 1.0 Painter 1.0 1.0 Pier Maintenance Worker 2.0 2.0 Custodian I 3.0 - Trades Intern 1.0 -


Pier Maintenance Total 9.0 4.0 Public Landscape

Public Landscape Manager 1.0 1.0 Public Landscape Administrator 2.0 2.0 Senior Administrative Analyst - 1.0 Senior Administrative Analyst - Open Space Management 1.0 - Administrative Analyst 1.0 - Parks Maintenance Supervisor 4.0 3.0 Urban Forest Supervisor 2.0 2.0 Custodial Supervisor 2.0 1.0 Parks Maintenance Crew Leader 4.0 2.0 Irrigation Crew Leader 1.0 - Parks Equipment Technician 1.0 1.0 Irrigation Technician 4.0 4.0 Aquatics Maintenance Worker 1.0 1.0 Tree Trimmer 2.0 - Staff Assistant III 2.0 1.0

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Equipment Operator I 6.0 6.0 Groundskeeper 22.0 22.0 Maintenance Assistant - 3.0


Public Landscape Total 56.0 50.0 Resource Recovery & Recycling

Resource Recovery and Recycling Manager 1.0 1.0 Resource Recovery and Recycling Administrator 1.0 1.0 Principal Public Works Analyst 1.0 - Resource Recovery and Recycling Collection Superintendent 1.0 - Senior Administrative Analyst - 1.0 Senior Sustainability Analyst 1.0 1.0 Administrative Analyst 1.0 1.0 Resource Recovery and Recycling Supervisor 5.0 4.0 Resource Recovery and Recycling Business Supervisor 1.0 - Resource Recovery and Recycling Safety and Training Officer 1.0 - Resource Recovery and Recycling Crew Leader 2.0 2.0 Lead Resource Recovery and Recycling Billing Specialist 1.0 1.0 Motor Sweeper Operator e 5.0 3.0 Project Support Assistant 1.0 2.0 Resource Recovery and Recycling Billing Specialist 1.0 - Hazardous Materials Technician 1.0 1.0 Lead Customer Services Assistant 1.0 1.0 Staff Assistant III 1.0 1.0 Resource Recovery and Recycling Equipment Operator 42.0 42.0 Customer Services Assistant 1.0 1.0 Dispatcher 2.0 1.0 Equipment Operator I 4.0 4.0 Bin Truck Driver 7.0 7.0 Maintenance Worker 2.0 2.0 Maintenance Assistant - 3.0


Resource Recovery & Recycling Total 88.3 80.0 Wastewater

Water Resources Protection Programs Coordinator 1.0 1.0 Senior Water Resources Protection Specialist 2.0 2.0 Wastewater Supervisor 1.0 1.0 Water Resources Protection Specialist 1.0 1.0 Wastewater Treatment Plant Operator 2.0 2.0

95





Wastewater Crew Leader 1.0 2.0 Staff Assistant III 1.0 1.0 Sewer Maintenance Worker II 6.0 6.0 Sewer Maintenance Worker I 6.0 5.0


Wastewater Total 21.0 21.0 Water Resources

Water Resources Manager 1.0 1.0 Principal Civil Engineer 1.0 1.0 Water Production and Treatment Administrator 1.0 1.0 Water/Wastewater Administrator 1.0 1.0 Environmental Remediation Coordinator 1.0 1.0 Lead Water Chemist 1.0 1.0 Senior Administrative Analyst 1.0 1.0 Water Chemist 2.0 2.0 Water Production and Treatment Plant Supervisor 1.0 1.0 Civil Engineer 1.0 1.0 Process Engineer - 1.0 Water Supervisor - Meters 1.0 1.0 Water Supervisor - Construction 1.0 1.0 Administrative Analyst 1.0 1.0 Sustainability Analyst - 1.0 Sustainability Analyst (Limited-term) c f - 1.0 Water Quality Analyst I/II 1.0 1.0 Lead Water Production and Treatment Plant Operator 2.0 2.0 Field Inspector II 1.0 1.0 Water Resources Specialist (Limited-term) c f - 1.0 Water Production and Treatment Operator 5.0 6.0 Water Crew Leader 3.0 3.0 Water Resources Crew Leader 1.0 1.0 Water Systems Equipment Operator 3.0 3.0 Underground Utility Safety Coordinator 1.0 1.0 Pipe Fitter 2.0 2.0 Field Inspector I 1.0 1.0

96





Water Resources Technician 5.0 5.0 Water Maintenance Worker 5.0 5.0 Staff Assistant III 2.0 2.0 Groundskeeper 1.0 -


Water Resources Total 47.0 51.0


Public Works Total 525.9 436.0 a. Limited-term position ends June 30, 2022

d. Position transfer from Community Services

f. Limited-term position ends June 30, 2023

b. Limited-term position ends June 30, 2023, ending earlyc. Position transfer to Water Resources

e. 1.0 FTE position ends June 30, 2020, 1.0 FTE ends December 31, 2020

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SERVICE AND PROGRAM CHANGES

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The following tables provide a detailed description of how City services and programs are restructured to respond to the COVID-19 pandemic and its long-term effects.

City Manager’s Office and City Council Program/Service Description of Change Streamlined City Leadership Through the elimination of the Assistant City Manager/Chief Operating

Officer, Chief Performance Officer, and the Senior Advisor on Homelessness, the Office focuses its efforts on the key priorities of emergency response, economic recovery, and foundational services for a safe and clean Santa Monica.

Office of Emergency Management The Office of Emergency Management (OEM) comprises the City’s Emergency Operations Center (EOC) and Public Safety Communications functions. The Interim City Manager will continue to direct the operations of the EOC as the Director of Emergency Services.

Performance Management The City’s Performance Framework for a Sustainable City of Wellbeing is no longer maintained ongoing basis.

Office of Civic Wellbeing Elements of Wellbeing will continue to be infused across the organization; but the Office of Civic Wellbeing ceased operations and the Index and Summit will not be produced.

CityTV The CityTV stations and programming will be reduced to focus on digital production of messaging and information on emergency response and economic recovery.

Neighborhood Grants and Newsletters

Funding will no longer be provided by the City for neighborhood groups to send newsletters or produce neighborhood meetings.

Broadcast of Council Meetings Council meetings will continue to be broadcast on CityTV and via YouTube and the City’s website. Meetings will no longer air on KCRW.

Council Discretionary Funds Council will have reduced discretionary funds of $100,000 per year to allocate towards community events and sponsorships.

Website Development of the City’s new website was transferred to the Information Services Department, reduced in scope, and designed to prioritize health and safety, essential services and economic recovery for all.

City Attorney’s Office Program/Service Description of Change Criminal Prosecution We will be reducing the number of misdemeanor charges we file, working

with SMPD to prioritize the areas in which we pursue misdemeanor prosecutions. We will continue to participate in the Homeless Community Court and Jail In-Reach Drug Diversion programs and will explore additional options to divert individuals from the criminal justice system.

Municipal Division: Request for Legal Advice

We will be prioritizing requests from the City Council, City Manager, and City staff for legal advice, which may lead to delays in responding to requests for legal advice that are given lower priority.

Records and Election Services (City Clerk) Program/Service Description of Change Passport Services Eliminating the designated part-time SAIII will mean a significant reduction

in our ability to provide passport services to members of the public. Utilizing current staff, when possible could equate to five or six appointments a day, instead of 12 – 15. Cutting this position will earn less revenue for the city.

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Program/Service Description of Change Print Shop Services Aside from staffing changes, the Print Shop will work with the City

Attorney’s Office to replace two existing black and white printers with a color printer that can run high volumes of B/W prints without wearing out the machine. This would reduce the number of printers leased from three to two high speed color printers and provide additional savings.

Big Blue Bus Program/Service Description of Change BBB Weekday Service Delivery BBB will reduce weekday frequency of service on Lines 2, 5, 8, 9, Rapid 10,

12, 14, 15, 16, 17, and 18. There will be no Rapid 3 or 7 service. There will be no service on Lines 42 and 44. Impact will result in a 30% reduction in overall service hours and miles. Most schedules will reflect a typical Saturday service level. Weekend service will be unchanged.

MODE – On demand senior transportation

Reduced weekday service hours; no weekend service; all MODE shared rides on Lyft eliminated

Community Development (formerly Planning and Community Development) BUILDING AND SAFETY:

Program/Service Description of Change Public Counter availability (Permit Specialists and B&S Plan Reviewers)

Reduced days or hours when public counter is open

Phone availability (Permit Specialists, Plan Reviewers, and Inspectors)

Reduced days or hours when live contact will be available

Inspections scheduling Current inspections schedules will be maintained but if activity returns to or exceeds pre-emergency level, additional resources may be needed

Plan review timeframes Current plan review timeframes will be maintained but if activity returns to or exceeds per-emergency level, additional resources may be needed

Plan review prescreening timeframes

Period to prescreen plan review applications prior to routing to reviewers will be maintained.

Permit extensions and renewals Would go from 3-5 days for processing to up to 10 days. Tenant Protections During Construction

Elimination of Neighborhood Preservation Coordinator leaves the division without a program liaison to effectively manage the program, triage tenant complaints, prescreen Means and Methods Plans, and monitor/track compliance with the Program.

CITY PLANNING: Program/Service Description of Change Public Counter Reduce full-time staffing of counter hours

Submittal of Planning application intake will rely more on on-line services Permit Processing and Plan Check Permits that were formerly “over the counter” will be delayed due to

reduction in counter hours Processing will be prioritized for projects with mandated timelines Charge applicants directly if City needs to contract with consultant to review applications (e.g. telecommunications applications) Update fee study to ensure full cost recovery of staff time on all Planning application fees.

Business License Zoning Review Time for business license zoning review will be increased

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Program/Service Description of Change City Planning Phone Line Eliminate live answering of main phone line and convert to voicemail only Development Agreement Processing

Processing of four existing DA projects will proceed but additional resources will be required at applicant’s expense

Development Agreement Monitoring

Annual reporting would cease; monitoring only in response to complaints

Designation of Historic Resources Applications to designate historic resources and historic districts will be delayed Applicants must pay for their own assessment in support of an application and may also be invoiced for City’s consultant

Review of Alterations to Historic Resources

Consider increasing staff level review where appropriate Applicants will be invoiced for City’s consultant review for compliance with Standards

Historic Preservation Ordinances Work on Landmarks Ordinance Update and implementation ordinances for adopted historic districts will be delayed

Historic Preservation Program Maintenance

Stop participation in Certified Local Government program Historic Resources Inventory Update will be delayed

Demolition Permit Review Repeal IZO governing demolition application review and replace with prior process that publishes list on Landmarks agendas, Open Data, and on-site allowing interested public to applications to designate historic resources

Architectural Review Increase staff level approval authority for relatively simple projects (e.g. façade remodels, code-compliant signs) Restructure Architectural Review Board process to become advisory to Planning Commission for most projects with post-entitlement design review for larger projects

Policy Development and Implementation

Focus only on Economic Recovery and State-mandated work (e.g. Housing Element Update) Local Coastal Program Update including Land Use Plan and Coastal Zoning Ordinance will be significantly delayed Urban Forest Conservation Ordinance will be significantly delayed

CODE ENFORCEMENT: Program/Service Description of Change General Code Enforcement – Elimination of 4 Code Enforcement Officers

Elimination of four Code Enforcement Officers will result in 30% slower response times

Vacation Rental Enforcement No dedicated officer, but enforcement will continue Shared Mobility Device Enforcement

No dedicated officer, but enforcement will continue

Administrative – Elimination of 1 Code Enforcement Specialist

Longer wait times for individuals who call the main Code line.

Administrative – Elimination of 1 Staff Assistant II

Slower response times to complaints that are received by email or Santa Monica Works.

MOBILITY: Program/Service Description of Change Plan Review Increase plan review timelines Public Transportation Counter Public counter by appointment

Convert services to online application, review, corrections, payment and issuance. Delayed processing until conversion is complete.

Residential Preferential Parking Suspend changes to existing preferential parking regulations. Continue renewals of existing permits.

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Program/Service Description of Change Taxicab Franchise and Pedicab Permitting

Eliminate or suspend taxicab franchise and pedicab permitting programs.

Permit Services Permit services by appointment. Convert services to online as much as possible. Delayed processing until conversion of current paper-based processes is complete. Transition Temporary No Parking Sign issuance to SMPD for “one-stop” issuance and inspection functions for the customer going forward.

Plans and Policy – Bike, Pedestrian, Vision Zero

Work contingent on staff resources. Delay of Bike Plan, Pedestrian Plan implementation.

TDM Ordinance Regulation Reduce or suspend TDM regulation to apply only for employers of 50+ employees.

Transportation Management Organization – GoSaMo Employer Assistance

Reduced free services available from GoSaMo TMO; fee for services available and seeking partnership with business groups. contract for employer assistance, substitute information from AQMD, the City website or informal collaboration.

City Employee Trip Reduction – Green Commuter, Rideshare Rewards

Suspend City employee trip reduction programs (transit incentives, vanpool, carpool, etc.) until resources are available.

Safe Routes to School Program Suspend Safe Routes to School program and replace with website. Shared Mobility Program Continue shared mobility program for bike and scooter access and

continue real-time data systems. Continue staffing this program with former Bike Program leader.

Transportation Safety & Encouragement Programs

Cancel program grants for Active Aging – Safe Routes for Seniors and reduce or eliminate COAST open streets programming.

Take the Friendly Road Campaign Reduce all Friendly Road safety education and marketing to online presence only, with potential for limited activation at community events.

Fed/State Assisted Street Projects Reduce work to safety and maintenance efforts. Implement existing grant funded projects, reduce applications for new funds, pursue only as resources are added. Delay investigation of Vision Zero priority network, implement fixes that are small scale and within the capacity of in-house crews for design and implementation.

Regional Coordination Limit engagement with Metro, LADOT and Caltrans to immediate safety concerns; limit engagement with SCAG and Westside COG to issues with financial or grant impacts.

Traffic Control Plans Prioritize review of customer requests for temporary traffic control plans. Convert all traffic control permitting to online services; services delayed until conversion complete.

Traffic Engineering Services In order to prioritize traffic control plans, delay response to field reviews, signal timing, and lane reconfigurations

Street Use Permits – Valet, Tour Bus, Auto Test Drive, etc.

Convert permit processes to online services; services delayed until conversion complete.

Resident Requests Delayed response to incoming requests to the 300+ annual SM Works/ GO resident requests for street changes. Limit Sunset Park Neighborhood Traffic Calming project to its current phase; initiate other studies only as resources are added.

Congestion Management Reduce Go with the Flow congestion mitigation to holiday weekends. Limit special event support to 3 events per year, no support for other events. Delayed response to signal progression and adjustments for bottleneck reduction.

Traffic Signals No Change in this essential function Parking Meters No Change in this essential function

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Program/Service Description of Change Sign/Markings & Meter Maintenance

Combine Parking Meter and Signs/Markings crew under one crew leader to save resources. Staff maintenance will replace the worst condition items, with tolerance at lower levels than current standards. Eliminate proactive replacement of faded/non-reflective signs. Staff will prioritize response to meter failures, SM Works/GO requests and Work Orders but responses will be delayed.

PARKING OPERATIONS: Program/Service Description of Change Public Counter Availability (parking citations, residential parking permits, recreational parking permits, business parking permits, employee parking permits, parking validations, general information)

Reduced public counter hours Reduced to appointment only Delayed response to incoming requests Rely more on online services

Public Parking Phone and Email Services

Reduced days or hours when live contact will be available Convert to voicemail only Delayed response to incoming requests

Special Event Parking Activation and Reserved/Bulk Parking Permit

Reduced to appointment only Delayed response to incoming requests Increased review and fulfillment time Reduction in fulfillments, leading to reduction in revenues

Parking Structures Major Repairs, crash repairs

Delayed response to incoming requests Reduced to safety fixes only, non-architectural repairs

Parking Structures, routine maintenance

Reduced to twice monthly Delayed response to incoming requests Increase in damaged and vandalized equipment, leading to revenue loss

Beach lots, routine maintenance Reduced to twice monthly Delayed response to incoming requests Increase in damaged and vandalized equipment, leading to revenue loss

Discounted Parking Validation Program for Downtown Business Employees

Reduced to appointment only Increased review and fulfillment time Delayed response to incoming requests Reduction in fulfillments, leading to reduction in revenues

New City employee parking passes, lost pass replacements, special or temporary passes, free validations for non-city sponsored events

Reduced to appointment only Delayed response to incoming requests Increased review and fulfillment time

Parking Revenue Recovery Audit Program

Reduced or eliminated

Citation Services, fine payments over the counter

Reduced to appointment only

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ECONOMIC DEVELOPMENT: Program/Service Description of Change Business Improvement District support

Reduced staff support provided for BID activities, program and events with priority given to Economic Recovery Efforts.

Public/Private Partnerships Solicitation of public/private partnerships on City-owned land on hold, many leases will be kept on month to month holdovers during COVID uncertainties with delays in achieving income-producing projects, unless part of Economic Recovery or can produce affordable housing without additional City investment.

Co-sponsorship of special events City would no longer provide financial and staff support for special events with business improvement districts or business partners

PIER (PIER FUND/GENERAL FUND): Program/Service Description of Change Pier Corporation Pier Corporation funding would be reduced. Pier Corporation to consider

its role as part of broader Citywide efforts. Pier Business Improvement District

Formation of a Pier BID to be put on hold

Community Services (formerly Community and Cultural Services) ADMINISTRATION & PLANNING:

Program/Service Description of Change Park Planning Eliminate long-range park and open space planning responsibilities from

the Department. Consolidate long-range park and open space planning with the land use, urban design, demographic, economic, employment, housing, transportation and environmental issues, polices, and projects within the Community Development Department’s Planning Division. Consider how to advance the short-, medium-, and long-term actions of the draft Parks and Recreation Master Plan Update, which was to be released in March 2020, to guide investment in open spaces over the next twenty years. This change will require creating a connection between planning staff, recreation staff and the Recreation and Parks Commission, the body that advises the Council on matters related to open space.

Airport Interim Space Close the 6-acre parcel of the future Airport Park Expansion site and return site to Airport operations. Currently the site is available for unprogrammed recreational use. Twice a month the Santa Monica Airport Outdoor Antique and Collectable Market is held here under a lease agreement.

ANNENBERG COMMUNITY BEACH HOUSE: Program/Service Description of Change Beach House Recreation Programs Recreation opportunities are mandated by the City’s agreements with the State of California, and the Annenberg Foundation as part of the approved Operations Plan

Elimination of aquatics programs such as public pool access in the summer, off-season pop-up pool days, staff-led classes such as semi-private swim lessons, stand up paddleboard, floating fitness. Elimination of annual public events including Cardboard Yacht Regatta, Community Picnic, Eggstravaganza, Spooky Splash, and Polar Bear Swim. Programs could be restored based on public health directives and funding becoming available.

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Program/Service Description of Change Beach House Cultural Programs Cultural programming and Interpretive Services are mandated in the City’s agreement with the Annenberg Foundation as part of the approved Operations Plan

Cultural programs will be re-envisioned to focus on recovery and community resiliency efforts. Live interpretive services will be reduced, scaled back or eliminated, including Guest House tours and annual events such as Happy Birthday Marion and Julia Morgan Legacy Day. Service delivery could partially or entirely shift to digital and online programs such as virtual tours, podcasts, special events and others. Some live services may be provided by remaining Beach House core staff.

Beach House Private Events Event Services is mandated in the City’s agreement with the Annenberg Foundation as part of the approved Operations Plan

Reduction in bookings, type and size of events booked; may significantly limit or eliminate weekend and evening social events.

Beach House Cultural and Recreation Facility Recreation opportunities are mandated by the City’s agreements with the State of California, as are recreation and cultural opportunities, and a year-round open site mandated by the Annenberg Foundation as part of the approved Operations Plan

Outside of closures due to COVID-19, a total loss of as-needed Guest Services Assistants will most likely impact hours of operation and ability to maintain the site as open to the public year-round.

CULTURAL AFFAIRS: Program/Service Description of Change Miles Memorial Playhouse Close Miles Playhouse to the public and eliminate all in-person programs,

including the Fireside performance series, Meet Me at Reed outdoor concerts, and performance rentals. Re-envision the future management and use of the facility.

Camera Obscura Art Lab Close Camera Obscura to the public and eliminate in-person art workshops. Re-envision the future management and use of the facility.

Eliminate Annual Citywide events Cancel Dia de los Muertos, Airport Art Walk, Jazz on the Lawn. Eliminate subsidy for 4th of July fireworks and Martin Luther King Day. Re-evaluate whether COAST can still occur in a different, physically distant format, such as slow streets. This would enable us to retain the Metro grant for 2020.

Grants to Cultural Arts Organizations and Artists

Cut 20% of existing grant program budget. Total funding available to support artists and arts organizations is reduced from $652,000 to $521,600.

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COMMUNITY RECREATION DIVISION: Program/Service Description of Change Santa Monica Swim Center Fitness Lap / Recreational Swim Summer season reduced to 50% capacity; Fall/Winter/Spring reduced

based on funding availability Specialty Classes (Sharks Swim Team, Adult Water Aerobics)

Reduced based on funding availability

Parent & Child Swim Lessons Reduced to (1) 30 min class per day, 2 days per week. Youth Swim Lessons Progressive re-opening of youth swim lessons as social distancing allows. Specialty Classes: Adult Swim Lessons, Youth Water Polo Class, Youth Diving Class, Lifeguard Certification Courses, Water Safety Instruction Certification Courses

Eliminated, could be restored with additional funding.

Special Events: Teen Night; Family Splash Days (Special Events)

Eliminated

Community Classes and Camps Progressive re-opening of camps and classes as social distancing allows. FY 20/21: Fall / Winter 25%, Spring 50%, Summer 75% capacity

Memorial Park Operating Hours Reduced operating hours for open gym, open skate, and fitness room (basketball, volleyball, private coaching, indoor soccer, Little Hoops program).

Playground Partnership Elementary school playgrounds and fields available for community use during weekends and breaks through a collaboration with Public Works staff and an enhanced partnership with SMMUSD

Reed Park Tennis Office Courts change from reservations to first come, first served basis; no equipment rentals.

Ocean View Tennis Office Courts change from reservations to first come, first served basis Pickleball Drop-in program Eliminated Adult Sports: Basketball, Softball, Volleyball

Reduced seasonal play due to progressive re-opening plan and social distancing guidelines

Cove Skatepark Reduced operating hours. Elimination of skate contests, adult sessions, BMX sessions, Girl's Only sessions, and skate camps and classes.

HUMAN SERVICES DIVISION: Program/Service Description of Change CREST Club- Afterschool program includes homework assistance, fieldtrips, enriching classes, and outdoor fun, from school dismissal until 6:00PM.

Increases in fees from $300-$350/mo. Programming will be scaled back to adjust to social distancing and the implementation of the Abuse Prevention AI.

CREST Enrichment- School- based enrichment classes taught by contracted instructors at seven elementary school sites.

Progressive re-opening of classes as social distancing allows. Programming will be scaled back to adjust to social distancing and the implementation of the Abuse Prevention AI.

CREST School Break Camps- Includes full-day camps during spring, winter and summer breaks.

Progressive re-opening of camps as social distancing allows. Programming will be scaled back to adjust to social distancing and the implementation of the Abuse Prevention AI.

CREST- Playground Access- offered at seven elementary schools for grades 1-5, two hours after school.

Eliminated

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Program/Service Description of Change CREST Youth Sports-Non-competitive sports offered seasonally at seven elementary schools and two middle schools.

Eliminated; City in discussions with SMMUSD to develop new sustainable operating model

CREST Homework Club – Provides one hour of academic support 4 days per week at six elementary schools

Eliminated

Virginia Avenue Park-Afterschool Elementary Program

Progressive re-opening of program as social distancing allows. Programming will be scaled back to adjust to social distancing and the implementation of the Abuse Prevention AI.

Virginia Avenue Park-Teen Center Program

Eliminate services for 19 – 24 years of age. Combined program for elementary, middle and high school students. Hours of Operation 2:30pm – 8:30pm, consistent with PAL.

Virginia Avenue Park-College Program

Eliminate college program. Prospective participants will be redirected to college programs offered at the Pico Branch Library.

Virginia Avenue Park-Trades Interns and Employment Programs

Reduction of Trades Intern instructor contract by 50% to focus on remaining 4 interns currently in the program. Contractor will teach every other week. Coordinator will teach the alternate weeks.

Virginia Avenue Park-Artist in Residence Programs

Reduce Artists in Residence program to 3-5 instructors teaching a modified schedule. Programming will be scaled back to adjust to social distancing and the implementation of the Abuse Prevention AI.

Virginia Avenue Park-Community Events

Due to social distancing, most events will only be possible online. Once events can resume, a limited number will be held.

PAL Youth Center-After school enrichment classes, activities and excursions for youth ages 6-17.

New hours of operation during the school year will be 2:30pm- 8:30pm. Program capacity will be scaled back to adjust to social distancing and the implementation of the Abuse Prevention AI. PAL Board will increase fundraising efforts to support contracted instruction and program supply expenses.

PAL Fitness Gym- Provides youth ages 6-17 with classes in improving physical fitness and overall wellness. Open Gym access available for older youth ages 18-24.

Fitness classes will be provided for youth ages 6-17 only and contracted instruction as well as fitness/programming supply expenses will be funded by the PAL Board. Program capacity will be scaled back to adjust to social distancing and the implementation of the Abuse Prevention AI. Open Gym access for older youth ages 18-24 will be eliminated.

SAMOHI Grad Night Subsidy Eliminate $8,752 annual subsidy to support SAMOHI Grad Night.

HOUSING Program/Service Description of Change Affordable Housing Production and Preservation

New loans for the production and preservation of affordable housing would not be issued until funding is restored or can be identified from other sources (except for developments already in the pipeline, such as those for which an initial funding commitment has already been made, but for which the ‘full commitment’ is still pending.)

Housing Authority Applicants and participants may have a reduction and/or delay in timely response, delay in processing of vouchers, delay in response to landlords, delay in response to HUD

Affordable housing customer support and outreach

No customer support and limited public outreach conducted regarding affordable housing programs. Communication and support limited to participants. Public outreach regarding programs limited by reduced staff capacity.

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Program/Service Description of Change Housing Commission support and affordable housing policy development

No new affordable housing programs, policies, or pilot programs developed, no support for Housing Commission (meetings, data requests)

Finance Department The Finance Department will not substantially change its functions and will not change the services that it offers to other departments and the public. While transactions will decrease, the complexity of financial reporting and adoption to new Governmental Accounting Standards Board processes will be a challenge in a smaller organization. Staff will work to streamline work as much as possible.

Program/Service Description of Change Internal Audit Program Focus on internal controls will remain a focus of the Finance Department.

There will be a decrease in the number of audits/reviews conducted by the City’s Internal Auditor, from 4 a year to 1, and the focus of the Audit Subcommittee will shift to reviewing progress made on past findings, rather than new reports.

Fire Department Program/Service Description of Change Fire Administration Vacate and realize salary savings for one Administrative Fire Captain. Fire Prevention

Fire Prevention will leave vacant two sworn Fire Inspectors and one sworn Senior Fire Inspector.

Fire Training Vacate and realize salary savings for one Staff Assistant III.

Human Resources The Human Resources Department will stay true to its core functions in alignment with our People Driven Mission. While we are streamlining operations and leveraging technology to create efficiencies, we will maintain the human touch that staff and customer departments rely upon and expect.

Program/Service Description of Change Training and Organizational Development

Providing employee training and development opportunities, reward and recognition programs and events will still be a focus of HR. There will be a decrease in the number of trainings and events conducted by HR. For example, we provide four service award programs a year. This would be reduced from four to two.

Benefits Administration Providing employee benefits and services will still be a focus of HR. The manner in which services are delivered will be modified to incorporate more self-service platforms. For example, new employee onboarding and associated paperwork could be completed in advance of an employee start date and eliminate hours of staff time in preparing and conducting in person onboarding.

Information Services Program/Service Description of Change Business Application Support Reduction of technical support to departments in the areas of business

application and business process improvement and automation. Enterprise Information and Data Management

Reduction of technical support to departments in the areas of Geographic Information System (GIS) and data analysis.

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Library Program/Service Description of Change Main Library Reduced hours of operation to five days and 39 hours per week. This

represents a 38 percent decrease from current levels with full staffing open seven days and 63 hours per week. This reduction creates a barrier to access and a hardship for families and students, working residents and neighbors who need access to the Library, materials, and staff. Closure of the second floor of the Main Library with limited access to the first-floor lobby. The closure of the second floor leaves no access to computers for word processing, research, and access to job and workforce development resources. Reduction to a single floor and limited access to the Main Library means limited access to the library’s collection of over 400,000 items. Some of the access issues can be address through concierge, self-service, and curbside drop off and pick up of materials. Creation of limited first floor lobby access including a single monitored entry point. Limited facilitated access to the youth, family, teen services areas. Reduction of in-person customer service interactions for account management and reference and resource support at service desks. Seventy-five percent reduction of large scale and live programs serving local and regional visitors, including digital literacy, arts-based, cultural, educational, literary, and other programs that inspire intellectual curiosity and life-long learning. This reduction of free critical programming creates a brain drain in the community for those most at risk seniors, job seekers, youth and families. Restructuring and combining library divisions, units, and service delivery to form one library team that services all locations and rotates scheduling and public-facing duties is necessary to cover all service points adequately, given the reduced number of staffing resources for the system. Delay of long-range planning, in alignment of City priorities, including Facilities Master Planning and necessary systemwide infrastructure projects, technology upgrades to the library account and collection management system, and delay of self-service model which would allow extended open hours and convenient access to the neighborhood libraries.

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Program/Service Description of Change Montana Ave Branch Library Reduced hours of operation to two days and 16 hours per week, a 33-hour

reduction from current levels with full staffing of six days and 49 hours per week. Seventy-five percent reduction in neighborhood-focused programs on youth, families, literacy, senior services, wellness, literature and book club programs. Reduction of in-person customer service interactions for account management and reference and resource support at service desks. Due to physical distancing requirements, a reduction in the number of computers offered for word processing, research, and access to job and workforce development resources is projected.

Fairview Branch Library

Due to temporary closure, elimination of 49 open hours to the neighborhood, 49 reader seats, 21 computer terminals, and community access to 4 knowledgeable and trained permanent library staff in addition to a team of as-needed staff. Project a reduction of over 330 neighborhood-focused programs on youth, families, literacy, senior services, and sustainability, including Santa Monica Public Library’s seed library. Eliminate access to meeting room space for community gatherings and neighborhood groups and browsing access to the branch collection of 45,833 items. Part of the collection access can be solved by ensuring materials are available and transported to other locations for check-out and patron requests.

Ocean Park Branch Library

Due to temporary closure, elimination of 49 open hours to the neighborhood, 46 reader seats, 11 computer terminals, and community access to 5 knowledgeable and trained permanent library staff in addition to a team of as-needed staff. Reduction of over 300 neighborhood-focused programs on youth, families, literacy, senior services, wellness, literature and book clubs. Eliminate access to meeting room space for community gatherings and neighborhood groups and browsing access to a collection of 31,719 items. Part of the collection access can be solved by ensuring materials are available and transported to other locations for check-out and patron requests.

Police Department Program/Service Description of Change Animal Control Loss of animal care attendants may be felt by community, but will be

an opportunity for community members to volunteer. Public Safety Officers Reduction in 4 PSO positions (3 vacant) may impact oversight in the

Downtown area and parks. Crime Prevention Staff reduction may result in longer response time from Neighborhood

Resource Officer/Crime Prevention Coordinator teams.

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Program/Service Description of Change Traffic Services Reduction in staff is in response to less projected parking activity and

congestion in the downtown area, and includes elimination of Go with the Flow and holiday deployment downtown programs.

Special Event termination Due to social distancing restrictions and the cost of special event coverage, the following events will not be held:

• Twilight Concert Series • Coast Event • National Night Out • Coffee with a Cop • Marathon Planning • 4th of July Parade

Public Works Department While the Public Works Department has a number of divisions that will undergo restructuring, some impacts – like those in the Cemetery, Airport and Fleet divisions – will not be directly felt by the community and so are not shown below. Overall impacts to the Capital Improvement Program (CIP), also managed by Public Works, are addressed in the CIP document, which are largely serviced by Architecture Services and Engineering & Street Services divisions.

ENGINEERING & STREET SERVICES: Program/Service Description of Change Alley Renewal (Pavement) Program

Reduces alley paving from 12 alleys paved per year to 4 alleys paved per year.

Maintenance and rebuilding of Public Works infrastructure by delivering CIP projects

Reduces ability to deliver CIP projects by approximately 30% citywide due to funding reductions and staff available to manage the design, construction, and inspection of these projects.

Administration of Capital Improvement Grants

Reduces ability to apply for and manage capital grants, such as transportation related grant funds.

Engineering Permit Counter Reduces in-person “over the counter” reviews at the permit center to one day per week (all other appointments conducted virtually); increases response and processing times by 30% for Public Works Engineering permit reviews for commercial and residential building permits and utility company permits.

Street Light Modernization Program (energy savings)

On hold indefinitely; outdated streetlights in the City would not be modernized to new energy efficient wiring and LED fixtures until further notice.

Inspection of 3rd party utility company work

Reduces inspection frequency in the public right of way by 30%. These inspections ensure roadways and sidewalks are properly restored after utility work is completed.

Streetlight and EV Maintenance Reduces capacity to conduct proactive inspections and maintenance of these facilities by 50%.

FACILITIES: CUSTODIAL & PROMENADE: Program/Service Description of Change Support for CCS Events Eliminates support of City-sponsored or community permit park events. Graffiti removal & paint shop maintenance/repairs

Increases graffiti removal response time from one to two days to three to four days or longer.

Trades shops Increases response time for plumbing, carpentry, HVAC, and other trades jobs at City buildings, parks and beach bathrooms from three days to one to two weeks, depending on severity of request.

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OFFICE OF SUSTAINABILITY: Program/Service Description of Change Sustainability Programs Sustainable Works Student Program, Community Program, and Student Poster Contest

Eliminates sustainability education programs with Santa Monica College and other local schools, community events such as film screenings, sustainable food events, sustainable fashion, and business networking.

EcoMotion Significantly reduces technical assistance to residents and businesses pursuing renewable energy installations.

Climate Action Santa Monica Eliminates financial support for CASM and eliminates funding for the Youth Climate Corps.

SMMUSD School Garden Program Eliminates financial support for organic learning gardens at three SMMUSD school campuses.

Sustainability Events Sustainable Quality Awards Significantly reduces staff and program support for the Sustainable Quality

Awards. Alt Car Expo Eliminates program and event support for AltCar Expo, which draws 1,500

participants annually to showcase alternative technology transportation, infrastructure, and energy.

Heal the Bay Eliminates staff support and funding for Heal the Bay Aquarium educational tours and Coastal Clean Up Day.

Policy Engagement Single Use Plastics Eliminates program and event support for compliance with the single use

plastic bag ban and the single use takeout food container ban. Green Building Program Significantly reduces staff support to residents and businesses for energy

reach code, green building ordinance, and landscaping programs. Carbon Neutrality Reduces greenhouse gas emissions reduction efforts and impacts timeline

for achieving 80% reduction in GHGs. Reduces CAAP greenhouse gas emissions reduction target to State mandate. Reduces carbon neutrality policy and program development and focuses on regulatory compliance.

Water Self-Sufficiency Significantly extends timeline for achieving water self-sufficiency and eliminates all but one permanent water conservation staff. Significantly reduces water conservation programs, community outreach and engagement programs.

Zero Waste Significantly extends timeline to achieve zero-waste. Suspends zero waste policy and program development and instead focuses on regulatory compliance.

PUBLIC LANDSCAPE DIVISION: Program/Service Description of Change Parks Water features: eight throughout city (City Hall, Tongva Park, PSF, etc.)

Eliminates operation, maintenance, and repairs of all Citywide water features.

Douglas Park pond Reduces deep cleaning from annual to bi-annual and ponds will remain operational for turtles.

Splashpads: Tongva Park, and Annenberg Community Beach House

Eliminates the operation of the Annenberg Community Beach House and Tongva Park splash pads.

Douglas Park bowling green maintenance

Reduces contracted bowling green maintenance from three times per week to once per week (using staff) and would eliminate the green’s annual renovation in 2021.

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Program/Service Description of Change Other landscape sites (libraries, fire stations, etc.)

Reduces frequency of maintenance service from weekly to bi-weekly.

Synthetic turf fields (after restrictions lifted)

Defers reopening of Airport Park field until funding is available to support repair of the field’s infill. The new Civic Center Multipurpose Field would open as planned after the current restrictions are lifted.

Field and lawn maintenance (open sports fields and turf areas only)

Reduces mowing frequency from once per week to once per every two weeks, and reduces field grooming from daily to two times per week

Annenberg Community Beach House landscape maintenance

Reduces landscape maintenance service from daily to weekly.

Maintenance at four dog parks Reduces landscape maintenance at each dog park from twice per week to every two weeks.

Small neighborhood parks (Hotchkiss, Goose Egg, Shader, Ashland, Euclid, Ozone)

Reduced maintenance frequencies

Equipment repairs in playgrounds and parks

Defers equipment repairs for the time being. Larger and more complex play equipment, benches, and grill replacements may not be repaired until funding is available. Broken equipment would be removed and stored or closed on site.

Planting replacement program On hold until FY21/22 Court surfacing On hold until FY21/22 Field renovation On hold until FY21/22 Turf renovation program On hold until FY21/22 Public Spaces and Urban Forest Public tree pruning Reduces capacity to 55%. Extends pruning cycles from two years to five

years. Public tree planting, removals, and watering

Reduces to 65% historical planting volume of approximately 400 trees per year, watering/aftercare of young trees, and root pruning services. Tree removals would continue as necessary.

Beach Maintenance Event setup at Annenberg Community Beach House

Eliminates support for events larger than 50 people and back-to-back events in the same room on the same day.

Pier Maintenance Nail patrol & deck board inspection

Reduces inspection of all 10 sections of the pier by 25%.

Deck board replacement Reduces replacement of broken deck boards from 40 per month to 30 boards per month.

Customer Service Santa Monica Works/GO requests Reduces responses to Santa Monica Works requests from addressing all

general maintenance requests to instead only addressing potential safety issues.

Customer service and public outreach

Increases response time to customer service requests from one to two business days to four to five business days; eliminates annual Arbor Day celebration and Tree City USA designation; reduces Urban Forest Task Force meeting frequency from bi-monthly to every four months; increases response time to 1,000 Santa Monica Works public requests by 50%; reduces frequency of social media posts to two to three times per week; and eliminates monthly public outreach.

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RESOURCE RECOVERY AND RECYCLING: Program/Service Description of Change Street sweeping Decreases street sweeping services from weekly to monthly. Paper shredding and compost giveaway events

Eliminates all paper shredding and compost giveaway events.

Illegal dumping and bulky item pickup

Delays response times by up to 24-48 hours due to staff reductions. Reduced staffing will prioritize scheduled collection routes. If the collection side is short-staffed on a given day, personnel will be borrowed from the pickup crew, resulting in longer response times.

WATER RESOURCES: Program/Service Description of Change Water Conservation Unit/Conservation Rebates and Services

Reduces conservation rebates funding by 45% until Water Fund recovers from COVID-19 impacts.

Annual Water and Wastewater Main Replacement Program

Defers annual replacement program by 30 to 50% until Water and Wastewater Funds recovers from COVID-19 impacts. Will catch up in future years once fund balance is healthy.

Water Self-Sufficiency by 2023 Postpones water self-sufficiency goal due to limited funding available after transferring $24 million in settlement funds to the General Fund to cover a portion of the projected deficit for FY19/20. Staff will work with the design-build team and other consultants to reduce the scope of water self-sufficiency projects and revise goals to fit within the remaining budget. Staff will seek outside funding opportunities (e.g., federal loans) to fund full scope of water self-sufficiency projects.

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